Assumptions beyond the science: encouraging cautious conclusions about functional magnetic resonance imaging research on organizational behavior
从技术角度批判性审视fMRI在组织行为研究中的应用，分析研究设计、数据采集和结果解释三个步骤中的假设，指出实际能力与声称贡献之间的差距，并为优化使用和评估研究提供建议。
Summary Functional magnetic resonance imaging (fMRI) is likely to become the major tool for studying the neural underpinnings of organizational behavior. It is a technique for brain imaging that, according to advocates, provides information about which areas of the brain are activated during organizational processes (e.g., leadership and decision‐making). In this article, we take a critical look at this tool from a technical perspective. In particular, we take the reader through the assumptions that must be made at the three main steps of the research process (study design, data capture, and interpretation of results) in order to draw conclusions about organizational phenomena from fMRI research. Applying this analysis to three case studies demonstrates the gap between what fMRI can actually tell us and the claims often made about the contribution of fMRI to understanding and improving organizational behavior. Our discussion provides researchers with a series of recommendations oriented toward optimizing the use of fMRI to help it live up to its potential in the field of organizational behavior and consumers with a means of evaluating fMRI research in order to draw appropriate and warranted conclusions. Copyright © 2016 John Wiley & Sons, Ltd.