Michael J.R. Butler

PERSPECTIVE---Organizational Cognitive Neuroscience

Organizational cognitive neuroscience (OCN) is the cognitive neuroscientific study of organizational behavior. OCN lets us start to understand the relationship between our organizational behavior and our brains and allows us to dissect specific social processes at the neurobiological level and apply a wider range of analysis to specific organizational research questions. The current paper examines the utility of OCN to address specific organizational research questions. A brief history and definition of the approach is first provided. Next, a discussion of the rationale for OCN as a research framework is provided, and then, finally, an overview of the range of techniques that the organizational researcher should (or should not) use is described.

The Domain of Organizational Cognitive Neuroscience Theoretical and Empirical Challenges

In this editorial, the authors respond to the 2011 article in the Journal of Management by Becker, Cropanzano, and Sanfey, titled “Organizational Neuroscience: Taking Organizational Theory Inside the Neural Black Box.” More specifically, the authors build on the ideas of Becker et al. first to clarify and extend their work and then to explore the critical philosophical issues involved in drawing inferences from neuroscientific research. They argue that these problems are yet to be solved and that organizational researchers who wish to incorporate neuroscientific advances into their work need to engage with them.

Understanding Policy Implementation Processes as Self-Organizing Systems

Abstract Implementation studies and related research in organizational theory can be enhanced by drawing on the field of complex systems to understand better and, as a consequence, more successfully manage change. This article reinterprets data previously published in the British Journal of Management to reveal a new contribution, that policy implementation processes should be understood as a self-organizing system in which adaptive abilities are extremely important for stakeholders. In other words, national policy is reinterpreted at the local level, with each local organization uniquely mixing elements of national policy with their own requirements making policy implementation unpredictable and more sketchy. The original article explained different paces and directions of change in terms of traditional management processes: leadership, politics, implementation and vision. By reinterpreting the data, it is possible to reveal that deeper level processes, which are more emergent, are also at work influencing change, which the authors label possibility space. Implications for theory, policy and practice are identified.

Toward an organizational cognitive neuroscience.

Abstract:  The research strategy adopted in this article is to connect two different discourses and the ideas, methods, and outputs they contain—these being cognitive neuroscience and organization theory. The main contribution of the article is to present an agenda for the field of organizational cognitive neuroscience. We define what is meant by the term, outline its background, identify why it is important as a new research direction, and then conclude by drawing on Damasios levels of life regulation as a framework to bind together existing organizational cognitive neuroscience. The article begins by setting the wider debate behind the emergence of organizational cognitive neuroscience by revisiting the nature–nurture debate and uses Pinker to demonstrate that the connection between mind and matter has not been resolved, that new directions are opening up to better understand human nature, and that organizational cognitive neuroscience is one fruitful path forward.

The fallacy of integration: work and non‐work in professional services

Many organisations are encouraging their staff to integrate work and non‐work, but a qualitative study of young professionals found that many crave greater segregation rather than more integration. Most wished to build boundaries to separate the two and simplify a complex world. Where working practices render traditional boundaries of time and space ineffective, this population seems to create new idiosyncratic boundaries to segregate work from non‐work. These idiosyncratic boundaries depended on age, culture and life‐stage though for most of this population there was no appreciable gender difference in attitudes to segregating work and non‐work. Gender differences only became noticeable for parents. A matrix defining the dimensions to these boundaries is proposed that may advance understanding of how individuals separate their work and personal lives. In turn, this may facilitate the development of policies and practices to integrate work and non‐work that meet individual as well as organisational needs.

The use of maturity models in improving project management performance:an empirical investigation

Purpose – The purpose of the paper was to conduct an empirical investigation to explore the impact of project management maturity models (PMMMs) on improving project performance. Design/methodology/approach – The investigation used a cross-case analysis involving over 90 individuals in seven organisations. Findings – The findings of the empirical investigation indicate that PMMMs demonstrate very high levels of variability in individuals assessment of project management maturity. Furthermore, at higher levels of maturity, the type of performance improvement adopted following their application is related to the type of PMMM used in the assessment. The paradox of the unreliability of PMMMs and their widespread acceptance is resolved by calling upon the “wisdom of crowds” phenomenon which has implications for the use of maturity model assessments in other arena. Research limitations/implications – The investigation does have the usual issues associated with case research, but the steps that have been taken in the cross-case construction and analysis have improved the overall robustness and extendibility of the findings. Practical implications – The tendency for PMMMs to shape improvements based on their own inherent structure needs further understanding. Originality/value – The use of empirical methods to investigate the link between project maturity models and extant changes in project management performance is highly novel and the findings that result from this have added resonance.

Research possibilities for organizational cognitive neuroscience.

Abstract:  In this article, we identify research possibilities for organizational cognitive neuroscience that emerge from the papers in this special issue. We emphasize the intriguing finding that the papers share a common theme—the use of cognitive neuroscience to investigate the role of emotions in organizational behavior; this suggests a research agenda in its own right. We conclude the article by stressing that there is much yet to discover about how the mind works, especially in organizational settings.

Developing critical understanding in HRM students: Using innovative teaching methods to encourage deep approaches to study

Purpose – This paper aims to focus on developing critical understanding in human resource management (HRM) students in Aston Business School, UK. The paper reveals that innovative teaching methods encourage deep approaches to study, an indicator of students reaching their own understanding of material and ideas. This improves student employability and satisfies employer need. Design/methodology/approach – Student response to two second year business modules, matched for high student approval rating, was collected through focus group discussion. One module was taught using EBL and the story method, whilst the other used traditional teaching methods. Transcripts were analysed and compared using the structure of the ASSIST measure. Findings – Critical understanding and transformative learning can be developed through the innovative teaching methods of enquiry-based learning (EBL) and the story method. Research limitations/implications – The limitation is that this is a single case study comparing and contrasting two business modules. The implication is that the study should be replicated and developed in different learning settings, so that there are multiple data sets to confirm the research finding. Practical implications – Future curriculum development, especially in terms of HE, still needs to encourage students and lecturers to understand more about the nature of knowledge and how to learn. The application of EBL and the story method is described in a module case study – “Strategy for Future Leaders”. Originality/value – This is a systematic and comparative study to improve understanding of how students and lecturers learn and of the context in which the learning takes place.

Facility closure management: the case of Vauxhall Motors Luton

Purpose – The purpose of the paper is to present the findings of a study of factory closure management. It details the sequence and the results of the key strategic manufacturing management decisions made from the time of the announcement of the plant closure to the cessation of operations. The paper also includes an analysis of the human resource management (HRM) actions taken during this same time period and their consequences upon all those involved in the closure management process. Design/methodology/approach – The case study methodology consisted of two initial site visits to monitor closure management effectiveness (adherence to plan and the types and frequency of closure management communications). During these visits, documentary evidence of the impact of the closure decision upon production performance was also collected (manufacturing output and quality performance data). Following plant closure, interviews were held with senior business, production and HRM managers and production personnel. A total of 12 interviews were carried out. Findings – The case study findings have informed the development of a conceptual model of facility closure management. Information obtained from the interviews suggests that the facility closure management process consists of five key management activities. The unexpected announcement of a factory closure can cause behavioural changes similar to those of bereavement, particularly by those employees who are its survivors. In addition, similar reactions to the closure announcement may be displayed by those who choose to remain employed by the factory owner throughout the phased closure of the plant. Originality/value – Facility closure management is an insufficiently researched strategic operations management activity. This paper details a recommended procedure for its management. A conceptual model has also been developed to illustrate the links between the key facility closure management tasks and the range of employee changes of behaviour that can be induced by their execution.

The neuroethics of the social world of work

Fin’s (2008) article highlights Penfield’s compassion in the medical care of the individual yet suggests a dichotomy between the neuroethics of medical practice and that of Gazzaniga’s “brain-based universal ethics” (2005, XIV– XV)—the former failing to address the wider social remit, and the latter failing with therapeutic engagement. In other words, there appears to be a schism at present between the ethics of the individual and that of the wider social group, which seems hard to reconcile. However, we would argue that the emerging study of the cognitive neuroscience of organizations (see e.g., Butler and Senior, 2007) provides a unique test bed to bridge the neuroethics of the individual and the group and to highlight the symbiosis between the two. In this commentary we detail possible avenues as to how the neuroethics of organizational cognitive neuroscience can facilitate beneficial changes in the individuals work place. As noted in Fin’s (2008) article, Gazzaniga is explicit in his exclusion of a medical cure when defining neuroethics. Yet, surely this does not mean that neuroethics as conceptualized by Gazzaniga totally excludes the possibility of engaging with the patient to develop therapeutic regimes. Gazzaniga himself tempers his definition with the caveat that, for neuroethics to evolve, the specific ethical context needs to borne in mind. This opens up the tantalizing possibility that, in the not to distant future, a “brain-based universal neuroethics” (Gazzaniga 2005, XIV–XV) may provide us with the means to engage with specific therapies. Indeed, in our own earlier studies we have found that subjects who undergo a functional magnetic resonance imaging (fMRI) or magnetoencephalography (MEG) procedure actually feel a range of different emotional states, from calm, worried, sad, to scared, prior to participating (Cooke et al. 2007). One does not have to make a huge leap of faith to see that an understanding of the social context of the clinical neuroimaging laboratory would pay great dividends in improving any given therapeutic regime.