Organizational management and cognitive privacy: ethical challenges in the use of data for business decision-making

Introduction Organizational neuromanagement emerges as a field that integrates neuroscientific knowledge and cognitive analysis to understand decisive processes of work behavior, creativity, and performance. The growing use of technologies based on neurodata and artificial intelligence models makes it possible to anticipate cognitive patterns, manage risks and support strategic decision-making; however, it also poses ethical risks linked to mental privacy, personal autonomy and protection of cognitive integrity. In this context, it is necessary to evaluate how workers from different fields perceive the incorporation of neurotechnologies in business environments and the risks associated with their possible use. Method A quantitative, non-experimental and cross-sectional study was applied, with a descriptive-correlational scope. 120 workers from areas related to management, innovation and administration participated. A structured questionnaire of 28 Likert items (α = .89) was used, designed to measure neuromanagement practices, acceptance of technologies that collect neurodata, and perception of cognitive privacy. Results Neuromanagement practices are moderately average, while the acceptance of neurocognitive technologies is initial but prudent. The perception of ethical risks and cognitive privacy reaches high levels, evidencing sensitivity to a possible violation of internal thinking. Significant differences were observed between work areas and positive correlations between technological familiarity and greater acceptance. Conclusions Organizational neuromanagement is advancing as an emerging practice, but its ethical adoption will depend on neurodata protection frameworks, institutional transparency, and guidelines that guarantee the mental autonomy of workers.