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Historically, the lack of availability and prohibitive expense of brain imaging technology have limited the application of neuroscience research in organizational settings. However, recent advances in technology have made it possible to use brain imaging in organizational settings at relatively little expense and in a practical manner to further research efforts. In this article, we weigh the advantages and disadvantages of neuroscience applications to organizational research. Further, we present three key methodological issues that need to be considered with regard to such applications: (a) level of assessment, (b) intrinsic versus reflexive brain activity, and (c) the targeting of brain region(s) or networks. We also pose specific examples of how neuroscience may be applied to various topical areas in organizational behavior research at both individual and team levels. Keywords neuroscience, individual characteristics, teams Until recently, little systematic attention has been paid to the human brain in organizational research other than to suggest metaphoric representations of cognitive structures that occur in one's mind, such as schemas that individuals might use as they process information (e.g., Lord & Maher, 1991). However, the study of cognition is not the study of cognitive neuroscience per se. The latter is considered an interdisciplinary area focused on understanding people's thoughts, emotions, and behavior by associating brain functions/structures with people's cognitive processes (Gazzaniga, 2004). This association involves neuroscanning or neurosensing technologies, such as functional magnetic resonance imaging (fMRI) and quantitative electroencephalogram (qEEG), respectively.

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