Edited by Angela A. Stanton, Mellani Day and Isabell M. Welpe
Chapter 15: Brain and Human Behavior in Organizations: A Field of Neuro-Organizational Behavior
15. Brain and human behavior in organizations: a field of neuroorganizational behavior Constant D. Beugré INTRODUCTION This chapter introduces a new field, neuro-organizational behavior (neuroOB), defined as the study of the impact of brain structures on human behavior in organizations. The reason for incorporating the effects of the brain in the study of human behavior in organizations is perhaps best symbolized by White’s (1992) assertion that a science of human life that ignores the brain is akin to a study of the solar system that leaves out the sun. There is also an increased attention toward understanding the neurobiology of decision making although the organizational science literature has been slow in responding to such research interest. Although organizational scholars have given pre-eminence to mental processes, they have limited their effort to cognitive processes (information processing, memory, perception) or emotional arousal (anger, frustration, resentment) in explaining behavior in organizations. As a consequence, there has been a missing cognitive neuroscience perspective in organization study (Butler and Senior, 2007). Recently, however, Lee and Chamberlain (2007) introduced the concept of organizational cognitive neuroscience to refer to the study of the processes within the brain that underlie or influence human decisions, behaviors and interactions within organizations or in response to organizational manifestations or institutions. Studying the brain is essential to understanding how people make decisions as managers, employees, customers and economic agents. If understanding the brain is important in explaining human behavior, then three main questions arise: (1) What are the neural bases of behaviors...
You are not authenticated to view the full text of this chapter or article.