Linking Neuroscience to Organizational Change: A Literature Review

In the age of extreme turbulence, the phenomenon of organizational change is of wider interest. Most of related interventions fail due to the inability of individuals in charge of adequately managing change, especially those aspects related to people and group resistance. At the same time, developments in organizational neuroscience (ON) provide a range of innovative possibilities to rethink actions and reactions to this phenomenon. Most of the extant studies, however, are more radically anchored to the scientific context in which they originated. As a consequence, the objective of this research is to investigate the role of neuroscience in business organization and in organizational change dynamics. Despite the high relevance of the topic, in fact, we outline a little amount of contributions in this field. Accordingly, our purpose is to critically systematize the field of ON in the context of organizational change, through a systematic literature review. In doing so, we highlight the importance of progress in research, by deriving three main related topics. Lastly, an emerging conceptual model will be presented