Neuroimaging and psychophysiological measurement in organizational research:an agenda for research in organizational cognitive neuroscience

Although organizational research has made tremendous strides in the last century, recent advances in neuroscience and the imaging of functional brain activity remain underused. In fact, even the use of well-established psychophysiological measurement tools is comparatively rare. Following the lead of social cognitive neuroscience, in this review, we conceptualize organizational cognitive neuroscience as a field dedicated to exploring the processes within the brain that underlie or influence human decisions, behaviors, and interactions either (a) within organizations or (b) in response to organizational manifestations or institutions. We discuss organizational cognitive neuroscience, bringing together work that may previously have been characterized rather atomistically, and provide a brief overview of individual methods that may be of use. Subsequently, we discuss the possible convergence and integration of the different neuroimaging and psychophysiological measurement modalities. A brief review of prior work in the field shows a significant need for a more coherent and theory-driven approach to organizational cognitive neuroscience. In response, we discuss a recent example of such work, along with three hypothetical case studies that exemplify the link between organizational and psychological theory and neuroscientific methods.

Cognitive neuroscience for the 21st Century

conference review: 2000 Autumn School in Cognitive Neuroscience, 26–29 September 2000, University of Oxford, UK.

Cognitive neuroscience and (very) high level vision

THE PURPOSE OF THIS ARTICLE is two-fold, first to provide a general overview of two of the main cognitive neuroscientific techniques available, specifically functional magnetic resonance imaging (fMRI) and transcranial magnetic stimulation (TMS); and secondly to apply these techniques to elaborate a discussion of an aspect of higher level vision, namely implied motion, that is the perception of movement from a static image.

Cognitive neuroscience:contributions from psychophysiology

Preface

The brain in business:neuromarketing and organisational cognitive neuroscience

The application of cognitive neuroscientific techniques to understanding social behaviour has resulted in many discoveries. Yet advocates of the ‘social cognitive neuroscience’ approach maintain that it suffers from a number of limitations. The most notable of these is its distance from any form of real-world applicabity. One solution to this limitation is ‘Organisational Cognitive Neuroscience’— the study of the cognitive neuroscience of human behaviour in, and in response to, organizations, which are arguably our most natural contemporary ecology. Here we provide a brief overview of this approach, a definition and also some examples of questions that the approach would be best suited to address. Furthemore, we consider neuromarketing as a subfield of organizational cognitive neuroscience, arguing that such a relationship clarifies the role of scholarly marketing research in the area, and provides a welcome emphasis on theoretical rigour.

Cognitive neuroscience: the evolution of a discipline

Preface. The evolution of cognitive neuroscience has been spurred by the development of increasingly sophisticated investigative techniques to study human cognition. In Methods in Mind, experts examine the wide variety of tools available to cognitive neuroscientists, paying particular attention to the ways in which different methods can be integrated to strengthen empirical findings and how innovative uses for established techniques can be developed. The book will be a uniquely valuable resource for the researcher seeking to expand his or her repertoire of investigative techniques. Each chapter explores a different approach. These include transcranial magnetic stimulation, cognitive neuropsychiatry, lesion studies in nonhuman primates, computational modeling, psychophysiology, single neurons and primate behavior, grid computing, eye movements, fMRI, electroencephalography, imaging genetics, magnetoencephalography, neuropharmacology, and neuroendocrinology. As mandated, authors focus on convergence and innovation in their fields; chapters highlight such cross-method innovations as the use of the fMRI signal to constrain magnetoencephalography, the use of electroencephalography (EEG) to guide rapid transcranial magnetic stimulation at a specific frequency, and the successful integration of neuroimaging and genetic analysis. Computational approaches depend on increased computing power, and one chapter describes the use of distributed or grid computing to analyze massive datasets in cyberspace. Each chapter author is a leading authority in the technique discussed.

Leadership research and cognitive neuroscience:the state of this union

Advances in cognitive neuroscience and other approaches to understanding human behavior from a biological standpoint are only now beginning to filter into leadership research. The purpose of this introduction to the Leadership Quarterly Special Issue on the Biology of Leadership is to outline the organizational cognitive neuroscience approach to leadership research, and show how such an approach can fruitfully inform both leadership and neuroscientific research. Indeed, we advance the view that the further application of cognitive neuroscientific techniques to leadership research will pay great dividends in our understanding of effective leadership behaviors and as such, a future symbiosis between the two fields is a necessity.

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.

Toward an organizational cognitive neuroscience

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 Damasio's 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 state of the art in organizational cognitive neuroscience:the therapeutic gap and possible implications for clinical practice

In the last decade, researchers in the social sciences have increasingly adopted neuroscientific techniques, with the consequent rise of research inspired by neuroscience in disciplines such as economics, marketing, decision sciences, and leadership. In 2007, we introduced the term organizational cognitive neuroscience (OCN), in an attempt to clearly demarcate research carried out in these many areas, and provide an overarching paradigm for research utilizing cognitive neuroscientific methods, theories, and concepts, within the organizational and business research fields. Here we will revisit and further refine the OCN paradigm, and define an approach where we feel the marriage of organizational theory and neuroscience will return even greater dividends in the future and that is within the field of clinical practice.

How organizational cognitive neuroscience can deepen understanding of managerial decision-making:a review of the recent literature and future directions

There is growing interest in exploring the potential links between human biology and management and organization studies, which is bringing greater attention to bear on the place of mental processes in explaining human behaviour and effectiveness. The authors define this new field as organizational cognitive neuroscience (OCN), which is in the exploratory phase of its emergence and diffusion. It is clear that there are methodological debates and issues associated with OCN research, and the aim of this paper is to illuminate these concerns, and provide a roadmap for rigorous and relevant future work in the area. To this end, the current reach of OCN is investigated by the systematic review methodology, revealing three clusters of activity, covering the fields of economics, marketing and organizational behaviour. Among these clusters, organizational behaviour seems to be an outlier, owing to its far greater variety of empirical work, which the authors argue is largely a result of the plurality of research methods that have taken root within this field. Nevertheless, all three clusters contribute to a greater understanding of the biological mechanisms that mediate choice and decision-making. The paper concludes that OCN research has already provided important insights regarding the boundaries surrounding human freedom to act in various domains and, in turn, self-determination to influence the workplace. However, there is much to be done, and emerging research of significant interest is highlighted.

Organisational cognitive neuroscience drives theoretical progress, or: the curious case of the straw man murder

In this critical essay, we respond to Lindebaum’s (2016) argument that neuroscientific methodologies and data have been accepted prematurely in proposing novel management theory. We acknowledge that building new management theories requires firm foundations. We also find his distinction between demand and supply side forces helpful as an analytical framework identifying the momentum for the contemporary production of management theory. Nevertheless, some of the arguments Lindebaum (2016) puts forward, on closer inspection, can be contested, especially those related to the supply side of organizational cognitive neuroscience (OCN) research: fMRI data, motherhood statements and ethical concerns. We put forward a more positive case for OCN methodologies and data, as well as clarifying exactly what OCN really means, and its consequences for the development of strong management theory.

Investigating the effects of arousal state on cognitive performance in individuals with and without mild head injury

We examined the cognitive and emotional sequelae following mild head injury (MHI; e.g., concussion) in high-functioning individuals and whether persons with MHI pre~ent, both physiologically and via self-report, in a manner different from (i.e., underaroused) that of persons who have no history of head injury. We also investigated the effect arousal state ~as on the cognitive performance of this population. Using a quasiexperimental research design (N = 91), we examined changes in attention, working memory, and cognitive flexibility (subtests ofthe WAIS-III, 1997,WMS-III, 1997, & DKEFS, 2002) as a function of manipulated arousal (i.e., induced psychosocial stress/activation; reduced activation/relaxation). In addition to self-reported arousal and state anxiety (State-Trait Anxiety Inventory; Speilberger, 1983a) measures, physiological indices of arousal state (i.e., electrodermal responsivity, heart rate, and respiration activity) were recorded (via Polygraph Professional Suite, 2008) across a 2.5 hour interval while completing various cognitive tasks. Students also completed the Post-concussive Symptom Checklist (Gouvier et aI., 1992). The results demonstrate that university students who report a history ofMHI (i.e., "altered state of consciousness") experience significantly lower levels of anxiety, were physiologically underaroused, and were less responsive to stressors in their environment, compared to their non-~HI cohorts. As expected, cognitive flexibility (but not other neuropsychological measures of cognition) was advantaged with increased stress, and disadvantaged with reduced stress, in persons with reported MHI, but not for those without reported MHI which provided limited support for our hypothesis. Further, university students who had no complaints related to their previous MHI endorsed a greater number of traditional post-concussive symptoms in terms of intensity, duration and frequency as compared to students who did not report a MHI. The underarousal in traumatic brain injury has been associated with (ventromedial prefrontal cortex) VMPFC disruption and may be implicated in MHI generally. Students who report sustaining a previous MHI may be less able to physiologically respond and/or cognitively appraise, stressful experiences as compared to their no-MHI cohort and experience persistent, long-lasting consequences despite the subtle nature of a history of head injury.