The brain as substitute for strategic organization (original) (raw)
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Human Brain Mapping
Self-control is of vital importance for human wellbeing. Hare et al. (2009) were among the first to provide empirical evidence on the neural correlates of self-control. This seminal study profoundly impacted theory and empirical work across multiple fields. To solidify the empirical evidence supporting self-control theory, we conducted a preregistered replication of this work. Further, we tested the robustness of the findings across analytic strategies. Participants underwent functional magnetic resonance imaging while rating 50 food items on healthiness and tastiness and making choices about food consumption. We closely replicated the original analysis pipeline and supplemented it with additional exploratory analyses to follow-up on unexpected findings and to test the sensitivity of results to key analytical choices. Our replication data provide support for the notion that decisions are associated with a value signal in ventromedial prefrontal cortex (vmPFC), which integrates relevant choice attributes to inform a final decision. We found that vmPFC activity was correlated with goal values regardless of the amount of self-control and it correlated with both taste and health in self-controllers but only taste in non-self-controllers. We did not find strong support for the hypothesized role of left dorsolateral prefrontal cortex (dlPFC) in self-control. The absence of statistically significant group differences in dlPFC activity during successful self-control in our sample contrasts with the notion that dlPFC involvement is required in order to effectively integrate longer-term goals into subjective value judgments. Exploratory analyses highlight the sensitivity of results (in terms of effect size) to the analytical strategy, for instance, concerning the approach to region-of-interest analysis.
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.
Organizational neuroscience (ON) is an emerging discipline that provides effective interpretations and greater understanding of modern organizational operation. ON covers a variety of disciplines, including physiological psychology, cognitive psychology, and neuropsychology, as well as the study of management, industrial/organizational psychology, and consultants. So far, ON has made many contributions to organization studies. Given the rapid development of neuroscience, many scholars have studied the leadership behaviors of organizational leaders from this emerging perspective. However, not all neuroscience studies investigate the differences between specific leaders. In particular, previous neuroscience studies have not touched on the neuroscientific effects found during the issue of and response to instructions between leaders and followers. This study extends previous ON studies to other organizational factors, including leadership style, organizational atmosphere, and job performance. In the future, an empirical study will be conducted to guide the practical applications of ON.
The Journal of …, 2011
Self-control is a key aspect of adaptive decision-making. Self-control allows us to pursue a deliberate, long-term goal (for instance, to be healthy) by overcoming more automatic and immediate stimulus-response tendencies that conflict with that goal (to eat a sugary snack). Conversely, impaired self-control in decision-making has been linked to addiction and obesity (for review, see , highlighting the enormous impact of this issue on public health as well as the importance of research on the neurobiological mechanisms of selfcontrol in decision-making.
Value computation and value modulation: a dual-process theory of self-control
We develop a theory based on the evidence reported in Hare, Camerer and Rangel (2009) to explain consumption of goods that feature a low-order attribute (e.g., taste) and a highorder attribute (e.g., health). One brain system with access to the low-order attribute computes the goal value of consumption while another brain system can modulate this value, at a cost, by transmitting information regarding the high-order attribute. We determine the optimal modulation and consumption strategy as a function of the cost of information transmission and the environment. We show that in healthy environments, modulation is used to signal surprisingly unhealthy goods so as to trigger abstinence when consumption would ordinarily occur. Conversely, in unhealthy environments, modulation is used to signal surprisingly healthy choices so as to trigger consumption when abstinence would ordinarily occur. From an outside perspective, individuals may appear to underregulate their choices (self-indulgence) but also to over-regulate them (self-restraint). Both modulation and decisions are affected by factors orthogonal to the decision problem. In particular, taxing executive functions results in less modulation and more inefficient behavior. Finally, the model can shed light on issues related to eating disorders, present-biased preferences, habit formation and compulsive behavior.
Neuro - Contemplation on Managerial Decision
How do we know where we are, where we have been and where we are going? It's important to understand intricacy of managerial brain. Brain is main organ of nervous system. It has the same general structure as brains of other mammals, but with developed cerebral cortex. Size of brain comes from cerebral cortex, especially frontal lobes, which are associated with executive functions. The area of cerebral cortex devoted to vision, visual cortex, greatly enlarged as compared to other animals. Basic structural design of brain is constructed through a process that begins early in life and continues into adulthood. Simpler circuits come first and more obscure brain circuits endow with basic blueprint. Experiences influence how or whether genes are expressed. Imaging studies suggest that differences in cognition and behaviour (might) relate to differences in brain connectivity. Perceptive the coverage to which two brains can differ is crucial in basic neuroscience research.
Neuroeconomic and Behavioral Aspects of Decision Making: Proceedings of the 2016 Computational Methods in Experimental Economics (CMEE) Conference, Kesra Nermend, Małgorzata Łatuszyńska (red.), ISBN 978-3-31962937-7, 2017
Examination of the human mind is a subject of various disciplines that belong to the natural or social sciences, or that straddle the line between them. The most important include biology, psychology, neurology, neuroscience, psychiatry, anthropology and sociology. The interest in exploring the potential links between neuroscience and management as a social science as well as organization studies is constantly growing. This brings a fair amount of attention to mental processes and their role in explaining human behavior and effectiveness. The aim of this chapter is to analyze the application of neuroscience in management.
Crafting Neuro Economic-Managerial Decisions
Decision-making is a region of intense study in neuroscience, and cognitive neuroscience, In real, World decision processes, management decisions emerge from complexly interlinked, This paper explores how brain absorbs information, recognises and frames problematic situations, and chooses appropriate responses, Brain structures suggest that brain considers various sources of information before making decision,Brain imaging technologies have stimulated neuro (managerial) studies of internal order of mind and its links with bandwidth of human decisions,How is (managerial) decision making processes carried out in brain? What are the limits of understanding thinking as a form of computing? How does previous experience alter behavior? Do we interpret research findings when neuro (managerial) logical results conflict? Theoretical explanations posit that human brain accomplishes this through neural computations. Deciphering such transactions require understanding of neuro processes that implement value-dependent decision making. This leads to formulation of a 'neuro-management decision making paradox'. The goal is a speculation of how brain implements decisions that is tied to behaviour. There are unsolved research issues; how does Manager decide in a state of vacillation, Risk and Probability? How does Manager decide in state of VUCA (Uncertainty, Vulnerability, Complexity and Ambiguity? How do we make decisions? How do human brains compute and represent abstract ideas? What counts as explanation of how brain works (what are function, algorithm and implementation)? This paper attempts at addressing current pace of advances in methods (fMRI, BOLD, EEG, ECG, etc), where we are going and what we ought to research next. This Paper attempts to explore phenomena through individual action, decision-making and reasoning processes. Objective is to put forward a model for neuro-management decision, in which interaction between variables of neuro-management decision processes are addressed through series of measurements of brain activity at time of decisions. Attempt is to describe a regular model for decision making process with intent of linking neuro-psycho and management levels of analysis capable of predicting observed behaviour. This provides conceptual framework for understanding and conducting Neuro (managerial) management research at intersection of neuro (managerial) science, management and psychology, offer solution through measurements of brain activity at time of decisions, linking and spanning neuro(managerial) biological and psychological and management levels of analysis.
Neuroscience and organizational behavior: Avoiding both neuro‐euphoria and neuro‐phobia
Organizational neuroscience has great promise for advancing organizational research and practice. The field, however, is developing rapidly and has also become the subject of technological and methodological challenges that must be considered when conducting or interpreting neuroscience research as applied to organizational behavior. We explore four issues we deem to be important in understanding the role of neuroscience in organizational behavior research: (i) neuroscientific research and reductionism; (ii) the need to address methodological and technological challenges in conducting this type of research; (iii) how neuroscientific research is meaningful in organizations (the "So what?" issue); and (iv) neuroscience as just another management fad. In addressing these issues, we hope to set out a roadmap that will enable organizational scholars to avoid past mistakes and thus serve to advance multidisciplinary research in organizational behavior using neuroscientific approaches.