Potential and challenges for using neuroscientific tools in strategic management studies

Abstract

Purpose: The purpose of this study is to understand how neuroscientific tools are used and discussed in ongoing research on strategy in organizations. Design/methodology/approach: The authors used a bibliometric study of bibliographic pairing to answer the research question. They collected data from the Web of Science and Scopus databases using the keywords “neuroscience*,” “neurostrategy*” and “neuroscientific*.” Findings: This study presents a framework that relates fundamental aspects discussed in current research using neuroscientific tools: Neuroscience and its research tools in organizations; emotions and information processing; interdisciplinary application of neuroscientific tools; and moral and ethical influences in the leaders' decision-making process. Research limitations/implications: The inclusion of neuroscientific tools in Strategic Management research is still under development. There are criticisms and challenges related to the limitations and potential to support future research. Practical implications: Despite recognizing the potential of neuroscientific tools in the mind and brain relationship, this study suggests that at this stage, because of criticisms and challenges, they should be used as support and in addition to other traditional research techniques to assess constructs and mechanisms related to strategic decisions and choices in organizations. Social implications: Neuroscientific methods in organizational studies can provide insights into individual reactions to ethical issues and raise challenging normative questions about the nature of moral responsibility, autonomy, intention and free will, offering multiple perspectives in the field of business ethics. Originality/value: In addition to presenting the potential and challenges of using scientific tools in strategic management studies, this study helps create methodological paths for studies in strategic management.