Search results

1 – 10 of over 2000
Per page
102050
Citations:
Loading...
Access Restricted. View access options
Article
Publication date: 1 May 2002

W. Waldman, M. Heller, R. Kaye and F. Rose

In recent years, a novel method for computing loadflow orientations and loadpaths, which is based on iterative solutions of non‐linear equations and finite element results, has…

987

Abstract

In recent years, a novel method for computing loadflow orientations and loadpaths, which is based on iterative solutions of non‐linear equations and finite element results, has emerged in the literature. In the present investigation, the prior formulation and approach has been enhanced by deriving explicit expressions for computing loadflow orientations. The new equations produce more accurate loadflow orientations and improve the fidelity of calculated loadpaths. In particular, for a typical loaded plate containing a hole, the density of loadflow lines is also shown to provide accurate values of stress concentration factor. Subsequently, loadflow visualisation for biaxially loaded plates containing non‐optimal and optimal holes is undertaken to identify key features of the stress distributions. It is found that regions of “recirculation” are apparent for non‐optimal hole shapes, whereas no recirculation zones are present for optimal shapes. In general, it is considered that loadflow visualisation is a simple but powerful tool for use by structural designers and analysts.

Details

Engineering Computations, vol. 19 no. 3
Type: Research Article
ISSN: 0264-4401

Keywords

Access Restricted. View access options
Book part
Publication date: 15 December 2015

David A. Waldman and Pierre A. Balthazard

This chapter overviews how neuroscience can provide a new lens to understand leadership processes in organizations. We describe how neurological scanning can be applied to…

Abstract

This chapter overviews how neuroscience can provide a new lens to understand leadership processes in organizations. We describe how neurological scanning can be applied to leadership research, as well as its potential advantages over more traditional techniques, such as surveys. Research to date is summarized pertaining to how neuroscience can inform such conceptualizations as transformational, complex/adaptive, and ethical forms of leadership. Findings indicate that effective versus not-so-effective leaders can be distinguished neurologically, and such assessment can benefit the prediction of important leadership outcomes. We caution that context needs to be taken into account in that not only can neurological variables associated with leaders affect organizational behavior and outcomes, but it is equally important to understand how the context can affect neurological qualities of individuals. Finally, we describe how it may be possible to use neurofeedback techniques to help develop leadership qualities of people in industry and in education programs, such as those in business schools.

Details

Organizational Neuroscience
Type: Book
ISBN: 978-1-78560-430-0

Keywords

Access Restricted. View access options
Book part
Publication date: 24 September 2018

Mark P. Healey, Gerard P. Hodgkinson and Sebastiano Massaro

In response to recent calls to better understand the brain’s role in organizational behavior, we propose a series of theoretical tests to examine the question “can brains manage?”…

Abstract

In response to recent calls to better understand the brain’s role in organizational behavior, we propose a series of theoretical tests to examine the question “can brains manage?” Our tests ask whether brains can manage without bodies and without extracranial resources, whether they can manage in social isolation, and whether brains are the ultimate controllers of emotional and cognitive aspects of organizational behavior. Our analysis shows that, to accomplish work-related tasks in organizations, the brain relies on and closely interfaces with the body, interpersonal and social dynamics, and cognitive and emotional processes that are distributed across persons and artifacts. The results of this “thought experiment” suggest that the brain is more appropriately conceived as a regulatory organ that integrates top-down (i.e., social, artifactual and environmental) and bottom-up (i.e., neural) influences on organizational behavior, rather than the sole cause of that behavior. Drawing on a socially situated perspective, our analysis develops a framework that connects brain, body and mind to social, cultural, and environmental forces, as significant components of complex emotional and cognitive organizational systems. We discuss the implications for the emerging field of organizational cognitive neuroscience and for conceptualizing the interaction between the brain, cognition and emotion in organizations.

Access Restricted. View access options
Book part
Publication date: 15 December 2015

M. K. Ward, Stefan Volk and William J. Becker

This chapter overviews organizational neuroscience (ON), covering the past, present, and future of this growing field of inquiry. First, we define ON and clarify the boundaries of…

Abstract

This chapter overviews organizational neuroscience (ON), covering the past, present, and future of this growing field of inquiry. First, we define ON and clarify the boundaries of the field. Second, we describe the evolution of ON by starting with early papers that tended to discuss the potential of ON to benefit both research and practice. Throughout its development, debates have abounded about the value of ON. Such debates are often related to challenges in collecting, integrating, interpreting, and using information from the brain-level of analysis. It is time for the field to move beyond these debates to focus on applying neuroscience to further theory development and reveal more comprehensive answers to research questions of importance to both academics and practitioners. Third, we propose and describe future research directions for ON. The research directions that we propose are merely a sample of the many paths along which ON inquiry can move forward. Fourth, we outline potential practical implications of ON, including: training and development, job design, high-performance assessment, motivating communications, and conflict prevention. Finally, we draw conclusions about ON as it stands today, address challenges in developing ON, and point out opportunities. We conclude with takeaways and highlight the importance of ON for both academics and practitioners.

Details

Organizational Neuroscience
Type: Book
ISBN: 978-1-78560-430-0

Keywords

Access Restricted. View access options
Book part
Publication date: 15 December 2015

David A. Waldman and Pierre A. Balthazard

In this introductory chapter, we make the case for the need for a book that explores this nascent field that we label as organizational neuroscience. In so doing, we put the field…

Abstract

In this introductory chapter, we make the case for the need for a book that explores this nascent field that we label as organizational neuroscience. In so doing, we put the field in an historical context and overview some recent reviews and thought pieces that have touched upon various topics in this emerging discipline. Key arguments for our case include the fact that research methods and paradigms in the organizational sciences could benefit from a consideration of neuroscience issues, and technology has advanced to the point where an infusion of neuroscience methods into organizational research is now highly feasible. In addition, practitioners and practice-oriented media are ready for new approaches and techniques that could utilize neuroscience-based knowledge. Indeed, “C-suite” executives have been willing subjects in many of the studies described in this book and have shown a genuine interest in applying brain-based theories to their own success and to the success of the organizations that they lead. As such, a goal of this book is to begin to connect such emerging knowledge with practice in areas like organizational, employee, and leader development. At the same time, all of the chapters go to great lengths to not get ahead of ourselves in terms of ideas for practice that are not firmly grounded in research. We further place the area of organizational neuroscience in the greater context of related fields, including neuroeconomics and neuromarketing, and we stress the interdisciplinary nature of all of these emerging disciplines. Finally, we overview the remaining chapters and describe how we delineate two parts of the book based on general issues and topical applications, respectively.

Details

Organizational Neuroscience
Type: Book
ISBN: 978-1-78560-430-0

Keywords

Access Restricted. View access options
Book part
Publication date: 22 November 2021

Ruchi Sinha, Louise Kyriaki, Zachariah R. Cross, Imogen E. Weigall and Alex Chatburn

This chapter introduces electroencephalography (EEG), a measure of neurophysiological activity, as a critical method for investigating individual and team decision-making and…

Abstract

This chapter introduces electroencephalography (EEG), a measure of neurophysiological activity, as a critical method for investigating individual and team decision-making and cognition. EEG is a useful tool for expanding the theoretical and research horizons in organizational cognitive neuroscience, with a lower financial cost and higher portability than other neuroimaging methods (e.g., functional magnetic resonance imaging). This chapter briefly reviews past work that has applied cognitive neuroscience methods to investigate cognitive processes and outcomes. The focus is on describing contemporary EEG measures that reflect individual cognition and compare them to complementary measures in the field of psychology and management. The authors discuss how neurobiological measures of cognition relate to and may predict both individual cognitive performance and team cognitive performance (decision-making). This chapter aims to assist scholars in the field of managerial and organizational cognition in understanding the complementarity between psychological and neurophysiological methods, and how they may be combined to develop new hypotheses in the intersection of these research fields.

Access Restricted. View access options
Book part
Publication date: 15 December 2015

Mark P. Healey and Gerard P. Hodgkinson

For organizational neuroscience to progress, it requires an overarching theoretical framework that locates neural processes appropriately within the wider context of…

Abstract

For organizational neuroscience to progress, it requires an overarching theoretical framework that locates neural processes appropriately within the wider context of organizational cognitive activities. In this chapter, we argue the case for building such a framework on two foundations: (1) critical realism, and (2) socially situated cognition. Critical realism holds to the importance of identifying biophysical roots for organizational activity (including neurophysiological processes) while acknowledging the top-down influence of higher-level, emergent organizational phenomena such as routines and structures, thereby avoiding the trap of reductionism. Socially situated cognition connects the brain, body, and mind to social, cultural, and environmental forces, as significant components of complex organizational systems. By focusing on adaptive action as the primary explanandum, socially situated cognition posits that, although the brain plays a driving role in adaptive organizational activity, this activity also relies on the body, situational context, and cognitive processes that are distributed across organizational agents and artifacts. The value of the framework that we sketch out is twofold. First, it promises to help organizational neuroscience become more than an arena for validating basic neuroscience concepts, enabling organizational researchers to backfill into social neuroscience, by identifying unique relations between the brain and social organization. Second, it promises to build deeper connections between neuroscience and mainstream theories of organizational behavior, by advancing models of managerial and organizational cognition that are biologically informed and socially situated.

Access Restricted. View access options
Book part
Publication date: 15 December 2015

David A. Waldman, Pierre A. Balthazard and Suzanne J. Peterson

While reiterating the benefits of applications of neuroscience to both research and practice, we also acknowledge in this concluding chapter the potential issues that will…

Abstract

While reiterating the benefits of applications of neuroscience to both research and practice, we also acknowledge in this concluding chapter the potential issues that will continually need to be addressed. Specifically, we overview ontological and epistemological concerns, such as the potential for excessive reductionism. We also address ethical issues that could come into play for both researchers and practitioners. Finally, we conclude with a look forward to the future by suggesting that the “approach,” rather than the “avoidance,” of organizational neuroscience is likely to grow over time. One exciting possibility is how an examination of the human brain in work and organizational settings is likely to be a prime example of the “big data” trends that the future will bring.

Details

Organizational Neuroscience
Type: Book
ISBN: 978-1-78560-430-0

Keywords

Access Restricted. View access options
Book part
Publication date: 5 December 2017

Sebastiano Massaro

In light of the growing interest in neuroscience within the managerial and organizational cognition (MOC) scholarly domain at large, this chapter advances current knowledge on…

Abstract

In light of the growing interest in neuroscience within the managerial and organizational cognition (MOC) scholarly domain at large, this chapter advances current knowledge on core neuroscience methods. It does so by building on the theoretical analysis put forward by Healey and Hodgkinson (2014, 2015), and by offering a thorough – yet accessible – methodological framework for a better understanding of key cognitive and social neuroscience methods. Classifying neuroscience methods based on their degree of resolution, functionality, and anatomical focus, the chapter outlines their features, practicalities, advantages and disadvantages. Specifically, it focuses on functional magnetic resonance imaging, electroencephalography, magnetoencephalography, heart rate variability, and skin conductance response. Equipped with knowledge of these methods, researchers will be able to further their understanding of the potential synergies between management and neuroscience, to better appreciate and evaluate the value of neuroscience methods, and to look at new ways to frame old and new research questions in MOC. The chapter also builds bridges between researchers and practitioners by rebalancing the hype and hopes surrounding the use of neuroscience in management theory and practice.

Details

Methodological Challenges and Advances in Managerial and Organizational Cognition
Type: Book
ISBN: 978-1-78743-677-0

Keywords

Available. Open Access. Open Access
Article
Publication date: 11 April 2022

Nairana Radtke Caneppele, Fernando Antonio Ribeiro Serra, Luis Hernan Contreras Pinochet and Izabela Martina Ramos Ribeiro

The purpose of this study is to understand how neuroscientific tools are used and discussed in ongoing research on strategy in organizations.

1702

Abstract

Purpose

The purpose of this study is to understand how neuroscientific tools are used and discussed in ongoing research on strategy in organizations.

Design/methodology/approach

The authors used a bibliometric study of bibliographic pairing to answer the research question. They collected data from the Web of Science and Scopus databases using the keywords “neuroscience*,” “neurostrategy*” and “neuroscientific*.”

Findings

This study presents a framework that relates fundamental aspects discussed in current research using neuroscientific tools: Neuroscience and its research tools in organizations; emotions and information processing; interdisciplinary application of neuroscientific tools; and moral and ethical influences in the leaders' decision-making process.

Research limitations/implications

The inclusion of neuroscientific tools in Strategic Management research is still under development. There are criticisms and challenges related to the limitations and potential to support future research.

Practical implications

Despite recognizing the potential of neuroscientific tools in the mind and brain relationship, this study suggests that at this stage, because of criticisms and challenges, they should be used as support and in addition to other traditional research techniques to assess constructs and mechanisms related to strategic decisions and choices in organizations.

Social implications

Neuroscientific methods in organizational studies can provide insights into individual reactions to ethical issues and raise challenging normative questions about the nature of moral responsibility, autonomy, intention and free will, offering multiple perspectives in the field of business ethics.

Originality/value

In addition to presenting the potential and challenges of using scientific tools in strategic management studies, this study helps create methodological paths for studies in strategic management.

Details

RAUSP Management Journal, vol. 57 no. 3
Type: Research Article
ISSN: 2531-0488

Keywords

1 – 10 of over 2000
Per page
102050