It takes three to tango": Brain, cognition and entrepreneurial enhancement (original) (raw)
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2018
The advent of significant advances in neuroscience has produced the capacity to examine the human brain at a profound level, yet the academic and practical value of existing evidence based on neuroscience techniques and methods within the field of entrepreneurship remains unexplored. To address these issues, the author draws from entrepreneurship research and presents a braindriven approach as a basis for future in-depth studies on the role of cognitive, affective, motivational and hormonal mechanisms in entrepreneurship theory and practice. To further articulate a research agenda, the author reviews the state of knowledge of existing evidence by content analysis of articles published until 2016. The analysed articles incorporate the use of a brain-driven research perspective in their studies. It is found that although neuroscience affords unique technological opportunities, few studies have thus far benefited from these advances, and among existing studies, only the topic of entrep...
In Search of the "Entrepreneurial Mindset":Insights from Neuroscience
Academy of Management Proceedings, 2014
Why is that presentations on "neuro-entrepreneurship" are so well-attended (and applauded) yet little traction has really occurred? Similarly, in entrepreneurship we hear a regular drumbeat calling for nurturing the entrepreneurial mindset yet we see little progress in rigorously defining that. Nor do we see much progress is applying what we do know.
Entrepreneurial cognition and social cognitive neuroscience
By offering an alternative to behavioral research methods, neuroscience has transformed cognitive psychology, social psychology, behavioral economics and other disciplines from which entrepreneurial cognition research regularly draws for theoretical insight. In this chapter we examine the potential of neuroscience methods, particularly from cognitive and social cognitive neuroscience, to explain the entrepreneurial phenomenon of forming and successfully implementing opportunity beliefs. After a primer on brain anatomy and neuroscience methods, we partition the entrepreneurial cognition literature into four distinct explanations of the formation and successful implementation of opportunity beliefs and identify the emergence of a fifth explanation that points to the future of neuroscience research. We then review relevant neuroscience literature that could further scholarly understanding of each perspective, and conclude with some general observations about entrepreneurial cognition made possible as a result of this application.
11. Mapping neurological drivers to entrepreneurial proclivity
Neuroeconomics and the firm, 2010
The topic of this chapter is interesting both from a theoretical and practical perspective because our understanding of the intricacies and nuances of neurobiological and endocrinal influences upon entrepreneurial proclivity, and thus behavior, are in their infancy. From a theoretical perspective many exciting possibilities for explaining entrepreneurial behavior abound. New theories, models and frameworks will undoubtedly emerge. These may well have practical applications in terms of how we seek to explain entrepreneurial ...
Journal of Business Venturing Insights, 2024
The paper bridges the contours of neuroscience and entrepreneurship to unveil the neuronal path to transfigure entrepreneur-level capabilities into enterprise-level capabilities without holding a priori assumptions about serendipity or application of the aggregation principle. It reveals that neural mechanisms through which efforts of entrepreneurs are aggregated and exploited at the enterprise level-mirror neuron system and neuroplasticity-do not represent a fortuity, but conscious endeavors on the parts of both entrepreneurs and the enterprise to bridge these distances. In doing so, this paper explains how the brains of various entrepreneurial actors can be trained like muscles, and how they can achieve bio-behavioral synchrony to facilitate such neurochemical changes in their brain wiring that induce cognitive, affective, and conative aspects of opportunity identification, opportunity exploitation, and successful reconfiguration, which are essential for an entrepreneurial brain. Moreover, the paper demonstrates how mirror neuron system can become the gateway to neuroplasticity and how this cross-modal matching can assist entrepreneurial actors in developing their capabilities. The conceptual framework proposed explains how entrepreneurial actors, and consequently, the enterprise, can move towards a more plastic mode of operation, one that helps disrupt the brain's homeostasis to achieve enterprise plasticity, and ultimately develop robust enterprise-level capabilities. Unlock the Neur of Entrepreneurship: a brain-based guide to elevate to eleven We all know what entrepreneurship means, but in the spirit of being entrepreneurial, have you ever zeroed in on the "neur" part of entrepreneurship and pondered over its possible neoteric meaning? One novel way to decrypt "neur" is to think of it as a shorthand for neuroscience and consider the vast potential that neuroscientific insights can infuse into the field of entrepreneurship. The natural question that follows is how can entrepreneurs and other entrepreneurial actors use neuroscience to hack brains and get such entrepreneurial gains which can take their enterprises up to eleven? The answer to this question lies in building an enterprise on the foundational knowledge of the working of the human brain and channeling it to bridge the capability gaps that may be prevalent among various entrepreneurial actors. First and foremost, entrepreneurs can employ the mirror neuron system to build empathy and achieve synchronicity among employees. Concurrently, they can utilize the concept of neuroplasticity to facilitate behavioral modification and learning among all agents within the enterprise. While the former will
Neuroscience approach for management and entrepreneurship: a bibliometric analysis
European Journal of Innovation Management, 2021
PurposeThis study focuses on the role of individuals in the innovation management process, by concentrating on leaders and associated behaviors. Specifically, Entrepreneurial Leadership (EL) represent one of the most important fields of innovation management that has become increasingly multifaceted and interdisciplinary with its evolution. Thus, the purpose of this study is to examine a newly emerging research trend with a new lens that is “neuroscience”.Design/methodology/approachThis paper finds an evidence-based roadmap by reviewing the literature with a quantitative Bibliometric Analysis (BA) employing Co-Citation (Co-C) and bibliographic coupling analysis (BcA) to find linkages between the leadership and entrepreneurship literature and the neuroscience literature.FindingsThis study identifies five promising groups of research areas such as the organizational approach, the biological approach, the cognitive approach, the emotional approach and it identify five future research t...
What Neuroscience Reveals about the Nature of Business
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At first glance, neuroscience and business may seem an odd juxtaposition. However, the neuroscience of consciousness provides some understanding of the interrelatedness of subconscious belief patterns that drive behavior, and affect optimal decisions by business leaders, as well as overall performance in business. Our thoughts and beliefs, i.e. our mindsets, drive our actions and create the results we are getting. By changing our conscious thoughts, and even more importantly, our subconscious beliefs, we facilitate changes in our behavior and consequently in the results we experience. As we become more educated about the difference between the conscious and subconscious minds, with emphasis on the subconscious, we realize the importance of recent research which reveals that the generator of at least 95% of our thoughts and behavior originate at the subconscious level of the mind (Zaltman, 2003)[1]. The authors of this paper crossed paths in January of 2010, bringing together a mutua...