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23 December 2019
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30 December 2019
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Neuroscience Impact. Brain and Business

Management science can be enriched by the comprehension of how people react to environmental situations in the business and the social life. Until recently, it was believed that the brain would not change in adulthood and that after maturation there was place for decline only and not for modifications.

Today, neuroscientific advances demonstrated the brain to be a plastic organ that constantly adapts to environmental stimulations. Thus, providing workers with a stimulating environment that facilitates and rewards learning and the development on individual initiatives is a first step in promoting excellence.

Strengthening processes such as personal growth and development, which are intrinsically rewarding processes, should continuously foster the commitment to the aims of the firm.

Management strategies should be kept under continuous upgrading in order to offer a continuously stimulating environment to the employees and diverse possibilities to develop their different inclinations.

The idea presented in the book “Neuroscience Impact. Brain and Business” (please send a message if interested to receive) is that human being is the center. As described, the discipline of neuroscience can help managers, businessmen and researchers observing behaviors of people both, inside and outside of the company.

This considered, it is important to remember that the managers’ mind and its engagement in the firm cannot be modeled in an easy way. This is due to the fact that the firm is not the man; a business mind is not the single individual but rather it is created by the continuing interaction of each individual and the socio-economic system of many different relations. Thus, neuroscientific investigations, which focus on the single level, cannot completely be used to bridge the gap that exists between the individual and the organizational system in which he is at work.

The ability to quickly learn and adapt to changing environmental situations is very important in the contemporary firm scenario.

Corporate agility is essential for the firm and consists in a number of conditions such as the capacity (1) to sense and shape opportunities and threats, (2) to seize opportunities, and (3) to maintain competitiveness through enhancing, combining, protecting, and, when necessary, reconfiguring the business enterprise’s intangible and tangible assets; other important topic is the ability to create and build strategic assets as well as their coordination and integration can influence competitive advantage of the firm on the markets.

The ability to adopt rapid pace changes is subordinated on the prior ability to identify subtle indexes of change in the environments, which can be used as predictors of future greater modifications. This follows on the ability to foresee specific trends and establish a competitive advantage by devising new products to outperform competitors.


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Nicola Lattanzi