Pitfalls in Organizational Neuroscience: A Critical Review and Suggestions for Future Research

The potential of neuroscience to be a viable framework for studying human behavior in organizations depends on scholars’ ability to evaluate, design, analyze, and accurately interpret neuroscientific research. Prior to the publishing of this special issue, relatively little guidance has been available in the management literature for scholars seeking to integrate neuroscience and organization science in a balanced, informative and methodologically rigorous manner. In response to this need, we address design logic and inferential issues involved in evaluating and conducting neuroscience research capable of informing organizational science. Specifically, neuroscience methods of functional magnetic resonance imaging, electroencephalography, lesion studies, transcranial magnetic stimulation, and transcranial direct current stimulation are reviewed, with attention to how these methods might be combined to achieve convergent evidence. We then discuss strengths and limitations of various designs, highlighting the issue of reverse inference as precarious yet necessary for organizational neuroscience. We offer solutions for addressing limitations related to reverse inference, and propose features that allow stronger inferences to be made. The article concludes with a review of selected empirical work in organizational neuroscience in light of these critical design features.

Duke Scholars

Author Angela Passarelli Fuqua School of Business