Enthusiasm and preoccupation about the use of neuroscientific tools
| Enthusiasm | Neuroscience may provide a new source of data for advancing theory in organizations | Ashkanasy, Becker and Waldman (2014); Becker, Cropanzano and Sanfey (2011); Healey and Hodgkinson (2014); Lee, Senior and Butler (2012); Senior, Lee and Butler (2011); Waldman, Balthazard and Peterson (2011a); Molenberghs et al. (2017), Macoveanu et al. (2016); and Jack et al. (2019) |
| Neuroscience can complement Psychology, allowing researchers to understand the underlying mechanisms responsible for an individual's emotional and behavioral interactions and experiences in the workplace | Reina, Peterson and Waldman (2015); Niven and Boorman (2016), Pinazo et al. (2016); Bischoff et al. (2013), Waegeman et al. (2014); Hinvest et al. (2014); and Wong, Xue and Bechara (2011) | |
| Neuroscience can be useful in analyzing processes related to morals, justice and values for decision-making, understanding that there is a biological substrate for human morals | Braeutigam, Lee and Senior (2019); Cropanzano, Massaro and Becker (2017); Salvador and Folger (2009), Emonds et al. (2011); and Mason, Dyer and Norton (2009) | |
| Research in organizations needs cognitive neuroscience to benefit from the theories and discoveries of this field and add its techniques to the set of existing scientific management methods | McDonald (2018); Balthazard et al. (2012); Laureiro-Martínez et al. (2015); Laureiro-Martínez and Brusoni (2018); and Waldman, Balthazard and Peterson (2011b) | |
| Preoccupation | Research results using neuroscience methods can be accepted simplistically, falling short of the methodological standards of investigation methods established in organizational research | Lindebaum and Jordan (2014); Lindebaum and Zundel (2013), Healey and Hodgkinson (2014); Lindebaum (2016); and Jack et al. (2019) |
| Debates on the challenges of Neuroscience in different areas: Neuroeconomics, Neuromarketing and information systems | Konovalov and Krajbich (2019), Fugate (2007); Lee and Yun (2019); Dulleck et al. (2011); and Carter, Meyer and Huettel (2010) | |
| Ethical, logical and empirical reasons for using neuroscientific methods in organizational research | Lindebaum and Jordan (2014); and Lindebaum and Zundel (2013) | |
| Sociological inquiries about what kind of questions arise as neuroscientific data is produced | Pickersgill (2013) |
| Enthusiasm | Neuroscience may provide a new source of data for advancing theory in organizations | |
| Neuroscience can complement Psychology, allowing researchers to understand the underlying mechanisms responsible for an individual's emotional and behavioral interactions and experiences in the workplace | ||
| Neuroscience can be useful in analyzing processes related to morals, justice and values for decision-making, understanding that there is a biological substrate for human morals | ||
| Research in organizations needs cognitive neuroscience to benefit from the theories and discoveries of this field and add its techniques to the set of existing scientific management methods | McDonald (2018); | |
| Preoccupation | Research results using neuroscience methods can be accepted simplistically, falling short of the methodological standards of investigation methods established in organizational research | Lindebaum and Jordan (2014); |
| Debates on the challenges of Neuroscience in different areas: Neuroeconomics, Neuromarketing and information systems | ||
| Ethical, logical and empirical reasons for using neuroscientific methods in organizational research | Lindebaum and Jordan (2014); and | |
| Sociological inquiries about what kind of questions arise as neuroscientific data is produced | Pickersgill (2013) |
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