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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.

This chapter treats the management’s understanding of the potential of managing interaction between product innovation and learning. The chapter draws its empirical results from interviews with the management, project leaders, and other employees working on product innovations in five manufacturing firms visited three to four times during 2001–2002. It is shown that the managed interaction between innovation and learning is promoted by explicit strategic consideration and most strongly by a knowledge management strategy. Important positive and negative structural conditions are highlighted.