Significant advances in neuroscience in the last couple of decades are finally bringing us closer to a place we have never been before inside the human mind. Research is able to measure brain movement and emotions to see how brain works. Conventional marketing tools have proven to be limited when testing human subjects and have frequently been criticized for their inability to assess consumers' motivations. Although neuromarketing is gaining popularity among professionals and academicians, there are still reservations when it comes to the function of neuromarketing and its level of information accuracy. The emerging field of emotions as a physiological state in marketing has established itself as an important source for marketers and academic research. This article reviews the history of neuromarketing, describes its applications, depicts the challenges in its implementation, and hence explores potential elucidation to ensure effective uses that remain underexplored.

The purpose of this study was to investigate the difference between organizational structure types, and management levels, in terms of perceived levels of knowledge management practices within organizations. Data were collected from a sample of 155 individuals employed in San Diego County by way of a web-based survey, and were analyzed using analysis of variance (ANOVA). The results of the study indicate that the knowledge management practices of knowledge transfer, information filtering, and knowledge culture are influenced by organizational structure type. According to the study, knowledge sharing training is not significantly influenced by organizational structure type. Furthermore, the results of the study indicate there is no significant influence of management level on the knowledge management practices of knowledge transfer, information filtering, knowledge-sharing training, and knowledge culture. In summary, the results of this study solidify the assertion that organizational structure types do influence knowledge management practices.

This study investigates the effect of national culture on strategic behavior and financial performance in the cement industry of both Morocco and the United States of America.Based on the data gathered from cement manufacturers of these two countries, the study found a significant relationship between certain characteristics of national culture of Hofstede (uncertainty avoidance, long-and short-term orientation, collectivism and individualism) and