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The purpose of this paper is to explore possible connections between brain functioning and quality management.

Five central principles regarding brain functioning according to neuroscience are conceptually described and related to principles and major concepts in quality management with a special emphasis on Deming’s system of profound knowledge.

The principles are shown to be related in a profound way. The first principle of coherence is closely related to appreciation for a system. The principle of homeostatic feedback loops concerns events that disturb the equilibrium of a system and is related to knowledge about variation. Neural plasticity is related to a theory of knowledge. The last two principles involve emotional and cognitive contributions to decision-making. They are closely related to the element psychology and one of them could lead to a further development of Deming’s system of profound knowledge.

The paper adds to the understanding of the role brain integration has for success in quality management efforts. A limitation is that it is difficult to localise higher-order thinking in brain function. Nonetheless, the research is indicative and provocative as a window to stimulate research into the fundamental basis of quality management success.

The findings provide a deeper understanding of profound knowledge in quality management through relating it to how the brain is functioning, which is of value for quality managers and leaders striving for excellence for their organisations.

The connection of brain principles with Deming’s profound knowledge has not been elaborated in the literature before.

The purpose of the paper is to examine variables to be included in a measurement instrument which measures workplace learning related to recent research into quality management and brain functioning.

A literature review was conducted, investigating measures of workplace learning as well as the connections between brain functioning and management. Further studies will use the brain integration scale to compare levels of brain integration with measures of workplace learning.

The variables “empathy”, “presence and communication”, “continuity”, “influence”, “development”, “work-integrated learning” and “flow” were found to be relevant from the literature review to be tested for inclusion in the measurement instrument. A measurement model with these variables included has been developed.

This paper is conceptual in its nature. Empirical studies are needed to validate the propositions.

The proposed measurement instrument can be used by managers to gain insight into underlying mechanisms in the organizational culture that influence employees’ learning and potential for development. Thus, it can aid managers to achieve profound learning in their organizations, which is necessary for continuously maintaining high quality of products and services.

For society, the implementation of the proposed measurement instrument in companies could lead to better health and higher job satisfaction among employees.

Traditional ways of measuring working environment are rarely connected to brain functioning of the employees. Only requiring small resources, this approach adds to an understanding of underlying mechanisms.

Through a review of historically famous cases and a chronicle of neurotechnology development, this chapter discusses brain structure and brain function as two distinct yet interrelated paths to understand the relative contributions of anatomical and physiological mechanisms to the human brain–behavior relationship. From an organizational neuroscience perspective, the chapter describes over a dozen neuroimaging technologies that are classified under four groupings: morphologic, invasive metabolic, noninvasive metabolic, and electromagnetic. We then discuss neuroimaging variables that may be useful in social science investigations, and we underscore electroencephalography as a particularly useful modality for the study of individuals and groups in organizational settings. The chapter concludes by considering emerging science and novel brain technologies for the organizational researcher as we look to the future.

Although the field of neuroscience has evolved dramatically, little research has attempted to conceptualize the impact of neuroscience on the field of human resource development (HRD). The purpose of this study is an integrative review of the influential relationship between neuroscience and workplace learning including applicable implications for HRD research and practice.

By reviewing 93 studies on neuroscience and brain-based learning published between 1995 and 2017, the authors synthesized their findings.

This study discusses the basic concepts of neuroscience such as the structure and functions of the brain, neuroscientific findings about memory and cognition, the effect of neural transmitters on memory and cognition and the neuroscience of learning. This study also illustrates brain-based learning styles affecting learning and describes various neuroscientific learning principles and models that can be applied to practical planning and the delivery of workplace learning and HRD activities.

This study concludes with brain-based learning principles called neuroscientism compared with traditional learning theories. It also includes several brain-based learning cases from workplace settings and implications for future research and further HRD practices.

The purpose of this paper is to outline brain structure and development, the relationship between environment and brain development and implications for practice.

The paper is based on a selected review of the literature and clinical experience.

While genetics determine the sequence of brain maturation, the nature of brain development and functioning is determined by the young child's caregiving environment, to which the developing brain constantly adapts. The absence of input during sensitive periods may lead to later reduced functioning. There is an undoubted immediate equivalence between every mind function – emotion, cognition, behaviour and brain activity, although the precise location of this in the brain is only very partially determinable, since brain connections and function are extremely complex.

This paper provides an overview of key issues in neurodevelopment relating to the development of young children, and implications for policy and practice.

Cognitive computing is part of AI and cognitive applications consists of cognitive services, which are building blocks of the cognitive systems. These applications mimic the human brain functions, for example, recognize the speaker, sense the tone of the text. On this paper, we present the similarities of these with human cognitive functions. We establish a framework which gathers cognitive functions into nine intentional processes from the substructures of the human brain. The framework, underpins human cognitive functions, and categorizes cognitive computing functions into the functional hierarchy, through which we present the functional similarities between cognitive service and human cognitive functions to illustrate what kind of functions are cognitive in the computing. The results from the comparison of the functional hierarchy of cognitive functions are consistent with cognitive computing literature. Thus, the functional hierarchy allows us to find the type of cognition and reach the comparability between the applications.

In this paper, research leading to quality management success is examined, elaborated, and highlighted in a new profound way by focusing on the most fundamental aspect of the human dimension, the brain. The purpose is to examine the relationship between brain functioning and quality management success. In this examination, the role of core values, profound organizational learning and values of quality management are explained.

The paper builds on a conceptual review of research in the areas of quality management success, values of quality management, core values and neurophysiology with focus on brain integration.

The relation of core values with brain functioning is described based on previous research. A framework with logical steps from brain integration, via core values, quality management values and quality management practices to quality management success is developed.

The paper adds to the understanding of the role brain integration has for success in quality management efforts. A limitation is that it only builds on previous research.

The findings provide a deeper understanding of quality management success and should thus be valuable for quality managers and leaders striving for excellence for their organisations.

The importance and crucial role of brain integration for quality management success has not been elaborated in the literature of quality management before.

The study of left brain/right brain effects in the human brain has been the subject of research and discussion for many years. It is generally believed that the right and left hemispheres of the brain perform different functions. The left hemisphere is better at such tasks as reading, speaking, analytical reasoning, and arithmetic. The right hemisphere is better at spatial tasks, recognizing faces, and music. Research on this phenomenon can be of particular value to the advertising industry. A number of studies have examined the impact of an advertising message on left‐ and right‐brain dominant persons. This paper reports the results of a study conducted to investigate the effects of “informational” versus “visual” appeals used in print advertisements on left‐ and right‐brain dominant individuals. The results reveal that the evaluation of the effectiveness of an advertisement is dependent upon both the appeals used and the brain dominance orientation of the respondent.

Effective leadership is critical in driving innovation and success in organisations, particularly in today’s rapidly changing environment. However, achieving effective leadership at all levels of the organisation can be challenging. This chapter argues that understanding how the brain functions is essential for innovation leaders to achieve positive results and higher rates of success in their projects. By analysing relevant research on neuroscientific functioning patterns and developing interventions based on these foundations, this chapter establishes that the brain’s self-organising ability and cognitive processing systems offer valuable insights for effective innovation leadership. Based on neuroscientific evidence this chapter concludes that effective innovation leadership should focus on inviting others to engaged co-creation, rather than directing others to perform specific tasks as if they were ‘a prolonged arm’. Additionally, effective innovation leadership integrates insights from information processing in the brain by providing behavioural-oriented impulses that activate the brain, enabling individuals to maintain focus, restore motivation or emotional stability, enhance mood and confidence, and increase cognitive flexibility. Evidence-based interventions range from structured breaks to powernapping and walking. The importance of self-leadership is stressed throughout the chapter. By deriving solutions from an understanding of how the brain functions, interventions that may have been known for a long time can become evidence-based and optimised for use in organisations. Future research could explore the intersection of neuro- and behavioural science with leadership to further innovate organisational principles.