Leveraging neuroscience for smarter approaches to workplace intelligence

PCE Use in the Workplace: The Open Secret of Performance Enhancement

Increasing evidence suggests employees are turning to the nonprescribed use of stimulants to supplement their performance. We sit in a unique position regarding stimulants in the workforce. They are easily available, there is little stigma attached to use, and there is little information regarding the long-term safety effects of use. With that in mind, almost no formal research has been executed in the realm of organizational behavior. The purpose of this JMI ( Journal of Management Inquiry) Generative Curiosity article is to introduce readers to this literature and identify what we believe are the most important avenues of inquiry for management scholars.

The Double-Edged Sword of Big Data in Organizational and Management Research

While many disciplines embrace the possibilities that Big Data present for advancing scholarship and practice, organizational and management research has yet to realize Big Data’s potential. In an effort to chart this newfound territory, we briefly describe the principal drivers and key characteristics of Big Data. We then review a broad range of opportunities and risks that are related to the Big Data paradigm, the data itself, and the associated analytical methods. For each, we provide research ideas and recommendations on how to embrace the potentials or address the concerns. Our assessment shows that Big Data, as a paradigm, can be a double- edged sword, capable of significantly advancing our field but also causing backlash if not utilized properly. Our review seeks to inform individual research practices as well as a broader policy agenda in order to advance organizational and management research as a scientifically rigorous and professionally relevant field.

The Added Value of Neuroscience Methods in Organizational Research

Historically, the lack of availability and prohibitive expense of brain imaging technology have limited the application of neuroscience research in organizational settings. However, recent advances in technology have made it possible to use brain imaging in organizational settings at relatively little expense and in a practical manner to further research efforts. In this article, we weigh the advantages and disadvantages of neuroscience applications to organizational research. Further, we present three key methodological issues that need to be considered with regard to such applications: (a) level of assessment, (b) intrinsic versus reflexive brain activity, and (c) the targeting of brain region(s) or networks. We also pose specific examples of how neuroscience may be applied to various topical areas in organizational behavior research at both individual and team levels.