TY  - CHAP
AB  - Abstract This chapter discusses the practical challenges and opportunities involved in merging the two fields of cognitive neurosciences and strategic management, starting from the premise that the need to marry them is justified by their complementarities, as opposed to the level of analysis on which they both focus. We discuss the potential benefits and drawbacks of using methods borrowed from cognitive neurosciences for management research. First, we argue that there are clear advantages in deploying techniques that enable researchers to observe processes and variables that are central to management research, with the caveat that neuroscientific methods and techniques are not general-purpose technologies. Second, we identify three core issues that specify the boundaries within which management scholars can usefully deploy such methods. Third, we propose a possible research agenda with various areas of synergy between the complementary capabilities of management and neuroscience scholars, aiming to generate valuable knowledge and insight for both disciplines and also for society as a whole.
VL  - 32
SN  - 978-1-78441-946-2, 978-1-78441-945-5/0742-3322
DO  - 10.1108/S0742-332220150000032019
UR  - https://doi.org/10.1108/S0742-332220150000032019
AU  - Laureiro-Martínez Daniella
AU  - Venkatraman†
 Vinod
AU  - Cappa Stefano
AU  - Zollo Maurizio
AU  - Brusoni Stefano
PY  - 2015
Y1  - 2015/01/01
TI  - Cognitive Neurosciences and Strategic Management: Challenges and Opportunities in Tying the KnotThe first and second authors contributed equally.
T2  - Cognition and Strategy
T3  - Advances in Strategic Management
PB  - Emerald Group Publishing Limited
SP  - 351
EP  - 370
Y2  - 2024/05/10
ER  -