Introduction

Abstract

“Organizational neuroscience” is a new area of research that seeks to bridge neuroscience research, theories, and methods with management and organizational science. The goal of organizational neuroscience is to incorporate knowledge about brain processes underlying thoughts, behaviors, and attitudes of organizational actors in order to inform management theories and to assist management practice in understanding, predicting, and improving these behaviors in the workplace (Becker et al. 2011; Senior et al. 2011). Already, various examples of practical applications from organizational neuroscience research have emerged, such as the use of neurofeedback in order to modify behavior, notably for leadership skills development (Waldman et al. 2011); the development of consumer neuroscience research or neuromarketing techniques, for improved marketing and managerial practices (Hubert and Kenning 2008); or the use of cognitive or performance enhancement drugs (e.g., modafinil) to increase vigilance and manage fatigue of employees, especially in the military. Another recent area of organizational neuroscience research focuses on ethical decision-making and behavior of employees and managers. However, organizational neuroscience research and applications sometimes face methodological and technological limitations, which have important implication for their responsible use. They also raise profound ethical challenges regarding, among others, the understanding and interpretation of neuroscience research and innovations, organizational responsibility, discrimination, well-being of employees, informed consent, and thus possible coercion and abuse on the part of organizations.