Premeeting Activities and Context

Part II - Premeeting Activities and Context

Published online by Cambridge University Press: 05 August 2015

Edited by

Joseph A. Allen ,

Nale Lehmann-Willenbrock and

Steven G. Rogelberg

Show author details

Joseph A. Allen: Affiliation:
University of Nebraska, Omaha
Nale Lehmann-Willenbrock: Affiliation:
Vrije Universiteit, Amsterdam
Steven G. Rogelberg: Affiliation:
University of North Carolina, Charlotte

Book contents

Get access

Summary

Abstract

Low meeting quality is often attributed to poorly planned and poorly led meetings. In recent years, an increasing number of scientific studies have examined the effects of principal meeting design characteristics on employees' perceptions of meeting satisfaction and effectiveness. The aim of this chapter is to provide an overview of the literature and research on premeeting factors and design characteristics that have been identified as important: temporal characteristics related to how meeting time is used (e.g., starting and ending on time, pre-meeting talk), procedural characteristics that direct attendees' attention and efforts toward task-oriented activities (e.g., using a written agenda, setting clear goals), physical characteristics that relate to meeting settings and environments (e.g., appropriate venue quality, provision of refreshments), and characteristics of attendees. Our review shows how meeting leaders have the ability to design meetings more effectively and facilitate them in a manner that results in better outcomes. Based on the results of this review, we also discuss practical implications and directions for future research.

Type: Chapter
Information: The Cambridge Handbook of Meeting Science , pp. 47 - 244

DOI: https://doi.org/10.1017/CBO9781107589735 [Opens in a new window]

Publisher: Cambridge University Press

Print publication year: 2015

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

3M Meeting Management Team. (1994). Mastering meetings: Discovering the hidden potential of effective business meetings. New York, NY: McGraw-Hill.Google Scholar

Allen, J. A., Lehmann-Willenbrock, N., & Landowski, N. (2014). Linking pre-meeting communication to meeting effectiveness. Journal of Managerial Psychology, 29(8), 1064–1081. doi 10.1108/JMP-09-2012-0265CrossRef Google Scholar

Allen, J. A., Sands, S. J., Mueller, S. L., Frear, K. A., Mudd, M., & Rogelberg, S. G. (2012). Employees' feelings about more meetings: An overt analysis and recommendations for improving meetings. Management Research Review, 35, 405–418. doi: 10.1108/01409171211222331CrossRef Google Scholar

Bamberger, P., & Biron, M. (2007). Group norms and excessive absenteeism: The role of peer referent others. Organizational Behavior and Human Decision Processes, 103, 179–196. doi: 10.1016/j.obhdp.2007.03.003CrossRef Google Scholar

Bang, H., Fuglesang, S. L., Ovesen, M. R., & Eilertsen, D. E. (2010). Effectiveness in top management group meetings: The role of goal clarity, focused communication, and learning behavior. Scandinavian Journal of Psychology, 51, 253–261. doi: 10.1111/j.1467–9450.2009.00769.xCrossRef Google Scholar PubMed

Bluedorn, A. C., Turban, D. B., & Love, M. S. (1999). The effects of stand-up and sit-down meeting formats on meeting outcomes. Journal of Applied Psychology, 84, 277–285. doi: 10.1037/0021–9010.84.2.277CrossRef Google Scholar

Boden, D. (1994). The business of talk: Organizations in action. Cambridge, UK: Polity Press.Google Scholar

Bostrom, R. P., Anson, R., & Clawson, V. K. (1993). Group facilitation and group support systems. In Jessup, L. & Valacich, J. (Eds.), Group support systems: New perspectives (pp. 146–168). New York, NY: Macmillan.Google Scholar

Broome, B. J., & Keever, D. B. (1989). Next generation group facilitation: Proposed principles. Management Communication Quarterly, 3, 107–127. doi: 10.1177/0893318989003001007CrossRef Google Scholar

Campion, M. A., Medsker, G. J., & Higgs, A. C. (1993). Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology, 46, 823–850. doi: 10.1111/j.1744–6570.1993.tb01571.xCrossRef Google Scholar

Carlozzi, C. L. (1999). Make your meetings count. Journal of Accountancy, 187, 53–55.Google Scholar

Choi, J. N., & Kim, M. U. (1999). The organizational application of groupthink and its limitations in organizations. Journal of Applied Psychology, 84, 297–306. doi: 10.1037/0021–9010.84.2.297CrossRef Google Scholar

Clark, T. (1998). Teaching students to enhance the ecology of small group meetings. Business Communication Quarterly, 61, 40–52. doi: 10.1177/108056999806100406CrossRef Google Scholar

Cohen, M. A., Rogelberg, S. G., Allen, J. A., & Luong, A. (2011). Meeting design characteristics and attendee perceptions of staff/team meeting quality. Group Dynamics: Theory, Research, and Practice, 15, 90–104. doi: 10.1037/a0021549CrossRef Google Scholar

Cohen, S. G., & Bailey, D. E. (1997). What makes teams work: Group effectiveness research from the shop floor to the executive suite. Journal of Management, 23, 239–290. doi: 10.1177/014920639702300303CrossRef Google Scholar

DeSanctis, G., & Poole, M. S. (1994). Capturing the complexity in advanced technology use: Adaptive structuration theory. Organization Science, 5, 121–145. doi: 10.1287/orsc.5.2.121CrossRef Google Scholar

Di Salvo, V. S., Nikkel, E., & Monroe, C. (1989). Theory and practice: A field investigation and identification of group members' perceptions of problems facing natural work groups. Small Group Behavior, 20, 551–567. doi: 10.1177/104649648902000411CrossRef Google Scholar

Doyle, M., & Straus, D. (1982). How to make meetings work. New York, NY: Jove.Google Scholar

Durham, C. C., Knight, D., & Locke, E. A. (1997). Effects of leader role, team-set goal difficulty, efficacy, and tactics on team effectiveness. Organizational Behavior and Human Decision Processes, 72, 203–231. doi: 10.1006/obhd.1997.2739CrossRef Google Scholar

Elsayed-Elkhouly, S. M., Lazarus, H., & Forsythe, V. (1997). Why is a third of your time wasted in meetings? Journal of Management Development, 16, 672–676. doi: 10.1108/02621719710190185CrossRef Google Scholar

Gladstein, D. L. (1984). Groups in context: A model of task group effectiveness. Administrative Science Quarterly, 29, 499–517. doi: 10.2307/2392936CrossRef Google Scholar

Hendry, J., & Seidl, D. (2003). The structure and significance of strategic episodes: Social systems theory and the routine practices of strategic change. Journal of Management Studies, 40, 175–196. doi: 10.1111/1467–6486.00008CrossRef Google Scholar

Jarzabkowski, P., & Seidl, D. (2008). The role of meetings in the social practice of strategy. Organization Studies, 29, 1391–1426. doi: 10.1177/0170840608096388CrossRef Google Scholar

Johnson, D. W., & Johnson, R. T. (1989). Cooperation and competition: Theory and research. Edina, MN: Interaction Book.Google Scholar

Kerr, N. L., MacCoun, R. J., & Kramer, G. P. (1996). Bias in judgment: Comparing individuals and groups.Psychological Review, 103, 687–719. doi: 10.1037/0033–295X.1034.687CrossRef Google Scholar

Köhler, T., Cramton, C. D., & Hinds, P. J. (2012). The meeting genre across cultures: Insights from three German-American collaborations. Small Group Research, 43, 159–185. doi: 10.1177/1046496411429600CrossRef Google Scholar

Leach, D. J., Rogelberg, S. G., Warr, P. B., & Burnfield, J. L. (2009). Perceived meeting effectiveness: The role of design characteristics. Journal of Business and Psychology, 24, 65–76. doi: 10.1007/s10869–009–9092–6CrossRef Google Scholar

Locke, E. A., & Latham, G. P. (1990). A theory of goal setting and task performance. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar

Luong, A., & Rogelberg, S. G. (2005). Meetings and more meetings: The relationship between meeting load and the daily well-being of employees. Group Dynamics: Theory, Research, and Practice, 9, 58–67. doi: 10.1037/1089–2699.9.1.58CrossRef Google Scholar

Malouff, J., Calic, A., McGrory, C., Murrell, R., & Schutte, N. (2012). Evidence for a needs-based model of organizational-meeting leadership. Current Psychology, 31, 35–48. doi: 10.1007/s12144–012–9129–2CrossRef Google Scholar

McGrath, J. E. (1964). Social psychology: A brief introduction. New York, NY: Holt, Rinehart, & Winston.Google Scholar

Mirivel, J. C., & Tracy, K. (2005). Premeeting talk: An organizationally crucial form of talk. Research on Language and Social Interaction, 38, 1–34. doi: 10.1207/s15327973rlsi3801_1CrossRef Google Scholar

Myrsiades, L. (2000). Meeting sabotage: Met and conquered. Journal of Management Development, 19, 870–884. doi: 10.1108/02621710010379182CrossRef Google Scholar

Niederman, F., & Volkema, R. J. (1999). The effects of facilitator characteristics on meeting preparation, set up, and implementation. Small Group Research, 30, 330–360. doi: 10.1177/104649649903000304CrossRef Google Scholar

Nixon, C. T., & Littlepage, G. E. (1992). Impact of meeting procedures on meeting effectiveness. Journal of Business and Psychology, 6, 361–369. doi: 10.1007/BF01126771CrossRef Google Scholar

Odermatt, I., Kleinmann, M., König, C. J., & Giger, K. P. (2013). Erfolgreiche Meetingvorbereitung – Worauf kommt es an? [Successful meeting preparation – What matters?]. Report Psychologie, 38, 8–16.Google Scholar

O'Leary-Kelly, A. M., Martocchio, J. J., & Frink, D. D. (1994). A review of the influence of group goals on group performance. Academy of Management Journal, 37, 1285–1301. doi: 10.2307/256673CrossRef Google Scholar

Rennecker, J. A., Dennis, A. R., & Hansen, S. (2010). “Invisible whispering”: Restructuring meeting processes with instant messaging. In Kilgour, D. M. & Eden, C. (Eds.), Handbook of group decision and negotiation: Advances in group decision and negotiation (Vol. 4, pp. 25–45). New York, NY: Springer.CrossRef Google Scholar

Rogelberg, S. G., Allen, J. A., Shanock, L., Scott, C., & Shuffler, M. (2010). Employee satisfaction with meetings: A contemporary facet of job satisfaction. Human Resource Management, 49, 149–172. doi: 10.1002/hrm.20339CrossRef Google Scholar

Rogelberg, S. G., Leach, D. J., Warr, P. B., & Burnfield, J. L. (2006). “Not another meeting!” Are meeting time demands related to employee well-being? Journal of Applied Psychology, 91, 83–96. doi: 10.1037/0021–9010.91.1.83CrossRef Google Scholar PubMed

Rogelberg, S. G., Scott, C. W., Agypt, B., Williams, J., Kello, J. E., McCausland, T., & Olien, J. L. (2014). Lateness to meetings: Examination of an unexplored temporal phenomenon. European Journal of Work and Organizational Psychology, 23, 323–341. doi: 10.1080/1359432X.2012.745988CrossRef Google Scholar

Rogelberg, S. G., Shanock, L. R., & Scott, C. W. (2012). Wasted time and money in meetings: Increasing return on investment. Small Group Research, 43, 236–245. doi: 10.1177/1046496411429170CrossRef Google Scholar

Romano, N. C., & Nunamaker, J. F.. (2001). Meeting analysis: Findings from research and practice. Paper presented at the 34th Annual Hawaii International Conference on System Sciences, Maui.Google Scholar

Schwartzman, H. B. (1989). The meeting: Gatherings in organizations and communities. New York, NY: Plenum.CrossRef Google Scholar

Schwarz, R. M. (1994). The skilled facilitator: Practical wisdom for developing effective groups. San Francisco, CA: Jossey-Bass.Google Scholar

Scott, C., & Myers, K. (2010). Toward an integrative theoretical perspective on organizational membership negotiations: Socialization, assimilation, and the duality of structure. Communication Theory, 20, 79–105. doi: 10.1111/j.1468–2885.2009.01355.xCrossRef Google Scholar

Sonnentag, S., & Volmer, J. (2009). Individual-level predictors of task-related teamwork processes: The role of expertise and self-efficacy in team meetings. Group & Organization Management, 34, 37–66. doi: 10.1177/1059601108329377CrossRef Google Scholar

Stephens, K. K., & Davis, J. (2009). The social influences on electronic multitasking in organizational meetings. Management Communication Quarterly, 23, 63–83. doi: 10.1177/0893318909335417CrossRef Google Scholar

Streibel, B. J. (2003). The manager's guide to effective meetings. New York, NY: McGraw-Hill.Google Scholar

Tobia, P. M., & Becker, M. C. (1990). Making the most of meeting time. Training & Development Journal, 44, 34–38.Google Scholar

Tracy, K., & Dimock, A. (2004). Meetings: Discursive sites for building and fragmenting community. In Kabfleisch, P. J. (Ed.), Communication yearbook (Vol. 28, pp. 127–165). Mahwah, NJ: Erlbaum.Google Scholar

Tropman, J. E. (2003). Making meetings work: Achieving high quality group decisions (2nd ed.). Newbury Park, CA: Sage.CrossRef Google Scholar

Volkema, R. J., & Niederman, F. (1995). Organizational meetings: Formats and information requirements. Small Group Research, 26, 3–24. doi: 10.1177/1046496495261001CrossRef Google Scholar

Volkema, R. J., & Niederman, F. (1996). Planning and managing organizational meetings: An empirical analysis of written and oral communications. Journal of Business Communication, 33, 275–296. doi: 10.1177/002194369603300304CrossRef Google Scholar

Weiss, H. M., & Cropanzano, R. (1996). An affective events approach to job satisfaction. In Staw, B. M. & Cummings, L. L. (Eds.), Research in organizational behavior (Vol. 18, pp. 1–74). Greenwich, CT: JAI.Google Scholar

References

Aguinis, H., & Kraiger, K. (2009). Benefits of training and development for individuals and teams, organizations, and society. Annual Review of Psychology, 60, 451–474.CrossRef Google Scholar PubMed

Allen, J. A., & Rogelberg, S. G. (2013). Manager-led group meetings: A context for promoting employee engagement. Group and Organization Management, 38, 543–569. doi: 10.1177/1059601113503040CrossRef Google Scholar

Arthur, W. Jr., Bennett, W. Jr., Edens, P. S., & Bell, S. T. (2003). Effectiveness of training in organizations: A meta-analysis of design and evaluation features. Journal of Applied Psychology, 88, 234–245. doi:10.1037/0021–9010.88.2.234CrossRef Google Scholar PubMed

Arthur, W. Jr., Bennett, W. Jr., Stanush, P. L., & McNelly, T. L. (1998). Factors that influence skill decay and retention: A quantitative review and analysis. Human Performance, 11, 57–101. doi:10.1207/s15327043hup1101_3CrossRef Google Scholar

Baldwin, T. T., Ford, J. K., & Blume, D. B. (2009). Transfer of training 1988–2008: An updated review and agenda for future research. International Review of Industrial and Organizational Psychology, 24, 41–70. doi:10.1002/9780470745267.ch2CrossRef Google Scholar

Bandura, A., & Cervone, D. (1983). Self-evaluative and self-efficacy mechanisms governing the motivational effects of goal systems. Journal of Personality and Social Psychology, 45, 1017–1028. doi:10.1037/0022–3514.45.5.1017CrossRef Google Scholar

Bang, H., Fuglesang, S. L., Ovesen, M. R., & Eilertsen, D. E. (2010). Effectiveness in top management group meetings: The role of goal clarity, focused communication, and learning behavior. Scandinavian Journal of Psychology, 51, 253–261. doi:10.1111/j.1467–9450.2009.00769.xCrossRef Google Scholar PubMed

Baran, B. E., Shanock, L. R., Rogelberg, S. G., & Scott, C. W. (2012). Leading group meetings: Supervisors' actions, employee behaviors, and upward perceptions. Small Group Research, 43, 330–355. doi:10.1177/1046496411418252CrossRef Google Scholar

Beck, S. J., & Keyton, J. (2009). Perceiving strategic meeting interaction. Small Group Research, 40, 223–246. doi:10.1177/1046496408330084CrossRef Google Scholar

Bluedorn, A. C., Turban, D. B., & Love, M. S. (1999). The effects of stand-up and sit-down meeting formats on meeting outcomes. Journal of Applied Psychology, 84, 277–285. doi:10.1037/0021–9010.84.2.277CrossRef Google Scholar

Blume, B. D., Ford, J. K., Baldwin, T. T., & Huang, J. L. (2009). Transfer of training: A meta-analytic review. Journal of Management, 36, 1065–1105. doi:10.1177/0149206309352880CrossRef Google Scholar

Burke, L. A., & Baldwin, T. T. (1999). Workforce training transfer: A study of the effect of relapse prevention training and transfer climate. Human Resource Management, 227–241. doi:10.1002/(SICI)1099–050X(199923)38:3<227::AID-HRM5>3.0.CO;2-MCrossRef 3.0.CO;2-M>Google Scholar

Campion, M. A., Medsker, G. J., & Higgs, A. C. (1993). Relations between work group characteristics and effectiveness: Implications for designing effective work groups. Personnel Psychology, 46, 823–847. doi:10.1111/j.1744–6570.1993.tb01571.xCrossRef Google Scholar

Cannon, M. D., & Witherspoon, R. (2005). Actionable feedback: Unlocking the power of learning and performance improvement. Academy of Management Executive, 19, 120–134. doi:10.5465/AME.2005.16965107Google Scholar

Cannon-Bowers, J. A., & Salas, E. (1998). Team performance and training in complex environments: Recent findings from applied research. Current Directions in Psychological Science, 7, 83–87. doi:10.1111/1467–8721.ep10773005CrossRef Google Scholar

Collins, A. (2006). Cognitive apprenticeship. In Sawyer, R. K. (Ed.), The Cambridge handbook of learning sciences (pp. 47–60). Cambridge, UK: Cambridge University Press.Google Scholar

Cortina, L. M., Magley, V. J., Williams, J. H., & Langhout, R. D. (2001). Incivility in the workplace: Incidence and impact. Journal of Occupational Health Psychology, 6, 64–80. doi:10.1037//1076–8998.6.1.64CrossRef Google Scholar PubMed

Di Salvo, V., Nikkel, E., & Craig, M. (1989). Theory and practice: A field investigation and identification of group members' perception of problems facing natural work groups. Small Group Research, 20, 551–567. doi:10.1177/104649648902000411Google Scholar

Drollinger, T., Comer, L. B., & Warrington, P. B. (2006). Development and validation of the active empathetic listening scale. Psychology & Marketing, 23, 161–180. doi:10.1002/mar.20105CrossRef Google Scholar

Gearhart, C. C., & Bodie, G. D. (2011). Active-empathic listening as a general social skill: Evidence from bivariate and canonical correlations. Communication Reports, 24, 86–98. doi:10.1080/08934215.2011.610731CrossRef Google Scholar

Goldstein, I. L. (1980). Training in work organizations. Annual Review of Psychology, 31, 229–272. doi:10.1146/annurev.ps.31.020180.001305CrossRef Google Scholar

Grossman, R., & Salas, E. (2011). The transfer of training: What really matters. International Journal of Training and Development, 15, 103–120. doi:10.1111/j.1468–2419.2011.00373.xCrossRef Google Scholar

Harvey, G., Loftus-Hills, A., Rycroft-Malone, J., Titchen, A., Kitson, A., McCormack, B., & Seers, K. (2002). Getting evidence into practice: The role and function of facilitation. Journal of Advanced Nursing, 37, 577–588. doi:10.1046/j.1365–2648.2002.02126.xCrossRef Google Scholar PubMed

Hersey, P., & Blanchard, H. K. (1988). Management and organizational behavior. Englewood Cliffs, NJ: Prentice-Hall.Google Scholar

Hewson, M. G., & Little, M. L. (1998). Giving feedback in medical education. Journal of General Internal Medicine, 13, 111–116. doi:10.1046/j.1525–1497.1998.00027.xCrossRef Google Scholar PubMed

Hicks, W. D., & Klimoski, R. J. (1987). Entry into training programs and its effects on training outcomes: A field experiment. Academy of Management Journal, 30, 542–552. doi:10.2307/256013CrossRef Google Scholar

Holton, E. F., Bates, R. A., & Naquin, S. S. (2000). Large-scale performance-driven training needs assessment: A case study. Public Personnel Management, 29, 249–268. doi:10.1177/009102600002900207CrossRef Google Scholar

Judge, T. A., Piccolo, R. F., & Ilies, R. (2004). The forgotten ones? The validity of consideration and initiating structure in leadership research. Journal of Applied Psychology, 89, 36–51. doi:10.1037/0021–9010.89.1.36CrossRef Google Scholar PubMed

Kauffeld, S. (2006). Self-directed work groups and team competence. Journal of Occupational and Organizational Psychology, 79, 1–21. doi:10.1348/096317905×53237CrossRef Google Scholar

Kauffeld, S., & Lehmann-Willenbrock, N. (2012). Meetings matter: Effects of team meetings on team and organizational success. Small Group Research, 43, 130–158. doi:10.1177/1046496411429599CrossRef Google Scholar

Kauffeld, S., & Meyers, R. A. (2009). Complaint and solution-oriented circles: Interaction patterns in work group discussions. European Journal of Work and Organizational Psychology, 18, 267–294. doi:10.1080/13594320701693209CrossRef Google Scholar

Keith, N., & Frese, M. (2008). Effectiveness of error management training: A meta-analysis. Journal of Applied Psychology, 90, 59–69. doi:10.1037/0021–9010.93.1.59CrossRef Google Scholar

Kubany, E. S., Richard, D. C., Bauer, G. B., & Muraoka, M. Y. (1992). Impact of assertive and accusatory communication of distress and anger: A verbal component analysis. Aggressive Behavior, 18, 337–347. doi:10.1002/1098–2337(1992)18:5<337::AID-AB2480180503>3.0.CO;2-K3.0.CO;2-K>CrossRef Google Scholar

Kubota, S., Mishima, N., & Nagata, S. (2004). A study of the effects of active listening on listening attitudes of middle managers. Journal of Occupational Health, 46, 60–67. doi:org/10.1539/joh.46.60CrossRef Google Scholar PubMed

Leach, D. J., Rogelberg, S. G., Warr, P. B., & Burnfield, J. L. (2009). Perceived meeting effectiveness: The role of design characteristics. Journal of Business and Psychology, 24, 65–76. doi:10.1007/s10869–009–9092–6CrossRef Google Scholar

Little, S. G., & Akin-Little, A. (2008). Classroom management. In O'Donohue, W., Fisher, J., & Hayes, S. (Eds.), Cognitive behavior therapy: Applying empirically supported techniques in your practice (2nd ed., pp. 75–82). Hoboken, NJ: Wiley.Google Scholar

Locke, E. A., & Latham, G. P. (2002). Building a practically useful theory of goal setting and task motivation: A 35-year odyssey. American Psychologist, 57, 705–717. doi:10.1037//0003–066X.57.9.705CrossRef Google Scholar PubMed

Malouff, J. M., Calic, A., McGrory, C. M., Murrell, R. L., & Schutte, N. S. (2012). Evidence for a needs-based model of organizational-meeting leadership. Current Psychology, 31, 35–48. doi:10.1007/s12144–012–9129–2CrossRef Google Scholar

Mayfield, J., & Mayfield, M. (2010). Leader-level influence on motivating language: A two-level model investigation on worker performance and job satisfaction. Competitiveness Review, 20, 407–422. doi:10.1108/10595421011080788CrossRef Google Scholar

Nelson-Gray, R., Haas, J., Romano, B., Herbert, D. J., & Herbert, D. (1989). Effects of open-ended versus close-ended questions on interviewees' problem-related statements. Perceptual and Motor Skills, 69, 903–911. doi:10.2466/pms.1989.69.3.903Google Scholar

Niederman, F., & Volkema, J. R. (1999). The effects of facilitator characteristics on meeting preparation, set up, and implementation. Small Group Research, 50, 330–360. doi:10.1177/104649649903000304CrossRef Google Scholar

Nixon, C. T., & Littlepage, G. E. (1992). Impact of meeting procedures on meeting effectiveness. Journal of Business and Psychology, 6, 361–369. doi:10.1007/BF01126771CrossRef Google Scholar

Odermatt, I., König, C. J., Kleinmann, M., Bachmann, M., Schmitz, P., & Röder, H. (2014). Incivility in meetings: Consequences and antecedents. Unpublished manuscript, UniversitätZürich, Switzerland.Google Scholar

Olsen, J. H. Jr. (1998). The evaluation and enhancement of training transfer. International Journal of Training and Development, 2, 61–75. doi:10.1111/1468–2419.00035CrossRef Google Scholar

Rau, W., & Heyl, S. (1990). Humanizing the college classroom, collaborative learning and social organization among students. Teaching Sociology, 141–155.CrossRef Google Scholar

Rogelberg, S. G., Leach, D. J., Warr, P. B., & Burnfield, J. L. (2006). “Not another meeting!” Are meeting time demands related to employee well-being? Journal of Applied Psychology, 91, 83–96. doi:10.1037/0021–9010.91.1.83CrossRef Google Scholar PubMed

Rogelberg, S., Shanock, L., & Scott, C. (2012). Wasted time and money in meetings: Increasing return on investment. Small Group Research, 43(2), 236–245. doi: 10.1177/1046496411429170CrossRef Google Scholar

Romano, N. C., & Nunamaker, J. F. Jr. (2001). Meeting analysis: Findings from research and practice. Paper presented at the 34th Hawaii International Conference on System Science, Maui.Google Scholar

Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of training and development in organizations: What matters in practice. Psychological Science in the Public Interest, 13, 74–101. doi:10.1177/1529100612436661CrossRef Google Scholar PubMed

Scholtes, P. R. (1988). The team handbook: How to use teams to improve quality. Madison, WI: Joiner Associates.Google Scholar

Seibold, D. R. (1979). Making meetings more successful: Plans, formats, and procedures for group problem-solving. Journal of Business Communication, 16, 3–20. doi:10.1177/002194367901600401CrossRef Google Scholar

Shannon, C. E., & Weaver, W. (1949). The mathematical theory of communication. Urbana, IL: University of Illinois Press.Google Scholar

Simonsen, B., Fairbanks, S., Briesch, A., Myers, D., & Sugai, G. (2008). Evidence-based practices in classroom management: Considerations for research to practice. Education & Treatment of Children, 31(3), 351–380. doi:10.1353/etc.0.0007CrossRef Google Scholar

Taylor, P. J., Russ-Eft, D. F., & Chan, D. W. L. (2005). A meta-analytic review of behavior modeling training. Journal of Applied Psychology, 90, 692–709. doi:10.1037/0021–9010.90.4.692CrossRef Google Scholar PubMed

Tobia, P. M., & Becker, M. C. (1990). Making the most of meeting time. Training & Development Journal, 44(8), 34–38.Google Scholar

Van Tartwijk, J., den Brok, P., Veldman, I., & Wubbels, T. (2009). Teachers' practical knowledge about classroom management in multicultural classrooms. Teaching and Teacher Education, 25, 453–460. doi:10.1016/j.tate.2008.09.005CrossRef Google Scholar

Vella, J. (1995). Training through dialogue: Promoting effective learning and change with adults. San Francisco, CA: Jossey-Bass.Google Scholar

Volkema, R. J., & Niederman, F. (1995). Organizational meetings: Formats and information requirements. Small Group Research, 26, 3–24. doi:10.1177/1046496495261001CrossRef Google Scholar

Volkema, R. J., & Niederman, F. (1996). Planning and managing organizational meetings: An empirical analysis of written and oral communications. Journal of Business Communication, 33, 275–292. doi:10.1177/002194369603300304CrossRef Google Scholar

Wannarka, R., & Ruhl, K. (2008). Seating arrangements that promote positive academic and behavioural outcomes: A review of empirical research. Support for Learning, 23, 89–93. doi:10.1111/j.1467–9604.2008.00375.xCrossRef Google Scholar

Waterman, A. H., Blades, M., & Spencer, C. (2001). Interviewing children and adults: The effect of question format on the tendency to speculate. Applied Cognitive Psychology, 15, 521–531. doi:10.1002/acp.741CrossRef Google Scholar

Wodak, R., Kwon, W., & Clarke, I. (2011). “Getting people on board”: Discursive leadership for consensus building in team meetings. Discourse & Society, 22, 592–644. doi:10.1177/0957926511405410CrossRef Google Scholar

References

Ancona, D., & Caldwell, D. F. (1992). Demography and design: Predictors of new product team performance. Organization Science, 3, 321–341. doi: 10.1287/orsc.3.3.321CrossRef Google Scholar

Bakeman, R., & Gottman, J. M. (1997). Observing interaction: An introduction to sequential analysis (2nd ed.). Cambridge, UK: Cambridge University Press. doi:10.1017/CBO9780511527685CrossRef Google Scholar

Bales, R. F. (1950). Interaction process analysis: A method for the study of small groups. Cambridge, MA: Addison-Wesley.Google Scholar

Bales, R. F. (1980). SYMLOG case study kit. New York, NY: Free Press.Google Scholar

Baran, B. E., Shanock, L., Rogelberg, S. G., & Scott, C. W. (2012). Leading group meetings: Supervisors' actions, employee behaviors, and upward perceptions. Small Group Research, 43, 330–355. doi:10.1177/1046496411418252CrossRef Google Scholar

Bartel, C. A., & Saavedra, R. (2000). The collective construction of work group moods. Administrative Science Quarterly, 45, 197–231. doi:0001–8392/00/4502–0197CrossRef Google Scholar

Baugh, S., & Graen, G. B. (1997). Effects of team gender and racial composition on perceptions of team performance in cross-functional teams. Group & Organization Management, 22, 366–383. doi: 10.1177/1059601197223004CrossRef Google Scholar

Beck, S. J., & Keyton, J. (2009). Perceiving strategic meeting interaction. Small Group Research, 40, 223–246. doi: 10.1177/1046496408330084CrossRef Google Scholar

Bell, S. T. (2007). Deep-level composition variables as predictors of team performance: A meta-analysis. Journal of Applied Psychology, 92, 595–615. doi:10.1037/0021–9010.92.3.595CrossRef Google Scholar PubMed

Bell, S. T., Villado, A. J., Lukasik, M. A., Belau, L., & Briggs, A. L. (2011). Getting specific about demographic diversity variable and team performance relationships: A meta-analysis. Journal of Management, 37, 709–743. doi: 10.1177/0149206310365001CrossRef Google Scholar

Blair, I. V., & Banaji, M. R. (1996). Automatic and controlled processes in stereotype priming. Journal of Personality and Social Psychology, 70, 1142–1163. doi:10.1037/0022–3514.70.6.1142CrossRef Google Scholar

Block, C. J., Aumann, K., & Chelin, A. (2012). Assessing stereotypes of black and white managers: A diagnostic ratio approach. Journal of Applied Social Psychology, 42, E128–E149. doi:10.1111/j.1559–1816.2012.01014.xCrossRef Google Scholar

Bonin, H., Eichhorst, W., Florman, C., Hansen, M. O., Skiöld, L. Stuhler, J., Tatsiramos, K., … Zimmermann, K. F. (2008). Geographic mobility in the European Union: Optimising its economic and social benefits. Bonn, Germany: Institute for the Study of Labor.Google Scholar

Bradley, B. H., Klotz, A. C., Brown, K. G., & Postlethwaite, B. E. (2013). Ready to rumble: How team personality composition and task conflict interact to improve performance. Journal of Applied Psychology, 98, 385–200. doi:10.1037/a0029845CrossRef Google Scholar PubMed

Brewer, M. B. (1998). A dual process model of impression formation. In Wyer, R. & Srull, T. (Eds.), Advances in social cognition (Vol. 1, pp. 1–36). Hillsdale, NJ: Erlbaum.Google Scholar

Buss, D. M., & Schmitt, D. P. (1993). Sexual strategies theory: An evolutionary perspective on human mating. Psychological Review, 100, 204–232. doi:10.1037//0033–295X.100.2.204CrossRef Google Scholar PubMed

Byrne, D. (1971). The attraction paradigm. New York, NY: Academic Press.Google Scholar

Chang, A., & Bordia, P. (2001). A multidimensional approach to the group cohesion–group performance relationship. Small Group Research, 32, 379–405. doi: 10.1177/104649640103200401CrossRef Google Scholar

Childs, J. Jr. (2005). Managing workforce diversity at IBM: A global HR topic that has arrived. Human Resource Management, 44, 73–77. doi:10.1002/hrm.20042CrossRef Google Scholar

Chung-Herrera, B. G., & Lankau, M. J. (2005). Are we there yet? An assessment of fit between stereotypes of minority managers and the successful-manager prototype. Journal of Applied Social Psychology, 35, 2029–2056. doi: 10.1111/j.1559–1816.2005.tb02208.xCrossRef Google Scholar

Cogin, J. (2012). Are generational differences in work values fact or fiction? Multi-country evidence and implications. International Journal of Human Resource Management, 23, 2268–2294. doi:10.1080/09585192.2011.610967CrossRef Google Scholar

Cramton, C. (2001). The mutual knowledge problem and its consequences for dispersed collaboration. Organization Science, 12, 346–371. doi: 10.1287/orsc.12.3.346.10098CrossRef Google Scholar

Crant, J. M. (1995). The proactive personality scale and objective job performance among real estate agents. Journal of Applied Psychology, 80, 532–537. doi:10.1037/0021–9010.80.4.532CrossRef Google Scholar

Crossley, C. D., Cooper, C. D., & Wernsing, T. S. (2013). Making things happen through challenging goals: Leader proactivity, trust, and business-unit performance. Journal of Applied Psychology, 98, 540–549. doi:10.1037/a0031807CrossRef Google Scholar PubMed

De Dreu, C. W., & Weingart, L. R. (2003). Task versus relationship conflict, team performance, and team member satisfaction: A meta-analysis. Journal of Applied Psychology, 88, 741–749. doi:10.1037/0021–9010.88.4.741CrossRef Google Scholar

De Wit, F. C., Jehn, K. A., & Scheepers, D. (2013). Task conflict, information processing, and decision-making: The damaging effect of relationship conflict. Organizational Behavior & Human Decision Processes, 122, 177–189. doi:10.1016/j.obhdp.2013.07.002CrossRef Google Scholar

Díaz-García, C., González-Moreno, A., & Sáez-Martínez, F. (2013). Gender diversity within R&D teams: Its impact on radicalness of innovation. Innovation: Management, Policy & Practice, 15, 149–160. doi:10.5172/impp.2013.15.2.149CrossRef Google Scholar

Earley, P., & Mosakowski, E. (2000). Creating hybrid team cultures: An empirical test of transnational team functioning. Academy of Management Journal, 43, 26–49. doi:10.2307/1556384CrossRef Google Scholar

Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44, 350–383. doi:10.2307/2666999CrossRef Google Scholar

Ely, R. J. (1994). The effects of organizational demographics and social identity on relationships among professional women. Administrative Science Quarterly, 39, 203–238. doi: 10.2307/2393234CrossRef Google Scholar

Ericksen, J., & Dyer, L. (2004). Right from the start: Exploring the effects of early team events on subsequent project team development and performance. Administrative Science Quarterly, 49, 438–471. doi: 10.2307/4131442CrossRef Google Scholar

European Commission (2012). The 2012 Ageing Report. Brussels, Belgium: Author.Google Scholar

Evans, C. R., & Dion, K. L. (2012). Group cohesion and performance: A meta-analysis. Small Group Research, 43, 690–701. doi:10.1177/1046496412468074CrossRef Google Scholar

Fiske, S. T. (1998). Stereotyping, prejudice, and discrimination. In Gilbert, D. T., Fiske, S. T., & Lindzey, G. (Eds.), Handbook of social psychology (pp. 357–411). Boston, MA: McGraw-Hill.Google Scholar

Fiske, S. T., & Lee, T. L. (2008). Stereotypes and prejudice create workplace discrimination. In Brief, A. P. (Ed.), Diversity at work (pp. 13–52). Cambridge, UK: Cambridge University Press.CrossRef Google Scholar

Futoran, G., Kelly, J. R., & McGrath, J. E. (1989). TEMPO: A time-based system for analysis of group interaction process. Basic & Applied Social Psychology, 10, 211–232. doi:10.1207/s15324834basp1003_2CrossRef Google Scholar

Glass, A. (2007). Understanding generational differences for competitive success. Industrial & Commercial Training, 39, 98–103. doi:10.1108/00197850710732424CrossRef Google Scholar

Goldberg, C. B. (2005). Relational demography and similarity-attraction in interview assessments and subsequent offer decisions. Group & Organization Management, 30, 597–624. doi:10.1177/1059601104267661CrossRef Google Scholar

Gorse, C. A., & Emmitt, S. (2007). Communication behaviour during management and design team meetings: A comparison of group interaction. Construction Management & Economics, 25, 1195–1211. doi:10.1080/01446190701567413CrossRef Google Scholar

Gorse, C. A., & Emmitt, S. (2009). Informal interaction in construction progress meetings. Construction Management & Economics, 27, 983–993. doi:10.1080/01446190903179710CrossRef Google Scholar

Hackman, J. R., & Morris, C. G. (1975). Group tasks, group interaction process, and group performance effectiveness: A review and proposed integration. Advances in Experimental Social Psychology, 8, 45–99. doi:10.1016/S0065–2601(08)60248–8CrossRef Google Scholar

Hambrick, D. C., Cho, T., & Ming-Jer, C. (1996). The influence of top management team heterogeneity on firms' competitive moves. Administrative Science Quarterly, 41, 659–684. doi 10.2307/2393871CrossRef Google Scholar

Harrison, D. A., & Klein, K. J. (2007). What's the difference? Diversity constructs as separation, variety, or disparity in organizations. Academy of Management Review, 32, 1199–1228. doi:10.5465/AMR.2007.26586096CrossRef Google Scholar

Harrison, D. A., Price, K. H., & Bell, M. P. (1998). Beyond relational demography: Time and the effects of surface- and deep-level diversity on work group cohesion. Academy of Management Journal, 41, 96–107. doi:10.2307/256901CrossRef Google Scholar

Hayes, A. F. (2013). Introduction to mediation, moderation, and conditional process analysis: A regression-based approach. New York, NY: Guilford.Google Scholar

Hays-Thomas, K. M. (2004). Why now? The contemporary focus on managing diversity. In Stockdale, M. S. & Crosby, F. J. (Eds.), The psychology and management of workplace diversity (pp. 31–52). Oxford, UK: Blackwell.CrossRef Google Scholar

Hentschel, T., Shemla, M., Wegge, J., & Kearney, E. (2013). Perceived diversity and team functioning: The role of diversity beliefs and affect. Small Group Research, 44, 33–61. doi:10.1177/1046496412470725CrossRef Google Scholar

Herring, C. (2009). Does diversity pay? Race, gender, and the business case for diversity. American Sociological Review, 74, 208–224. doi: 10.1177/000312240907400203CrossRef Google Scholar

Hofstede, G. (1991). Cultures and organizations: Software of the mind. New York, NY: McGraw-Hill.Google Scholar

Homan, A. C., & Greer, L. L. (2013). Considering diversity: The positive effects of considerate leadership in diverse teams. Group Processes & Intergroup Relations, 16, 105–125. doi:10.1177/1368430212437798CrossRef Google Scholar

Hoogendoorn, S., Oosterbeek, H., & Van Praag, M. (2013). The impact of gender diversity on the performance of business teams: Evidence from a field experiment. Management Science, 59, 1514–1528. doi:10.1287/mnsc.1120.1674CrossRef Google Scholar

Horwitz, S. K., & Horwitz, I. B. (2007). The effects of team diversity on team outcomes: A meta-analytic review of team demography. Journal of Management, 33, 967–1015. doi:10.1177/0149206307308587CrossRef Google Scholar

Hsin Hsin, C., Shuang-Shii, C., & Shu Han, C. (2011). Determinants of cultural adaptation, communication quality, and trust in virtual teams' performance. Total Quality Management & Business Excellence, 22, 305–329. doi:10.1080/14783363.2010.532319Google Scholar

Jackson, S. E., & Joshi, A. (2011). Work team diversity. In Zedeck, S. (Ed.), APA handbook of industrial and organizational psychology: Building and developing the organization (pp. 651–686). Washington, DC: American Psychological Association.Google Scholar

Jackson, S. E., May, K. E., & Whitney, K. (1995). Under the dynamics of diversity in decision-making teams. In Guzzo, R. A. & Salas, E. (Eds.), Team effectiveness and decision making in organizations (pp. 204–261). San Francisco, CA: Jossey-Bass.Google Scholar

Janssen, O., Van De Vliert, E., & Veenstra, C. (1999). How task and person conflict shape the role of positive interdependence in management teams. Journal of Management, 25, 117–141. doi: 10.1016/S0149–2063(99)80006–3CrossRef Google Scholar

Jehn, K. A., Northcraft, G. B., & Neale, M. A. (1999). Why differences make a difference: A field study of diversity, conflict, and performance in workgroups. Administrative Science Quarterly, 44, 741–763. doi: 10.2307/2667054CrossRef Google Scholar

Jetten, J., Spears, R., & Manstead, A. R. (1998). Defining dimensions of distinctiveness: Group variability makes a difference to differentiation. Journal of Personality & Social Psychology, 74, 1481–1493. doi: 10.1037//0022–3514.74.6.1481CrossRef Google Scholar

Joshi, A., & Roh, H. (2009). The role of context in work team diversity research: A meta-analytic review. Academy of Management Journal, 52, 599–627. doi:10.5465/AMJ.2009.41331491CrossRef Google Scholar

Kauffeld, S. (2006). Self-directed work groups and team competence. Journal of Occupational and Organizational Psychology, 79, 1–21. doi:10.1348/096317905×53237CrossRef Google Scholar

Kauffeld, S., & Meyers, R. (2009). Complaint and solution-oriented circles: Interaction patterns in work group discussions. European Journal of Work and Organizational Psychology, 18, 267–294. doi:10.1080/13594320701693209CrossRef Google Scholar

Kearney, E. (2008). Age differences between leader and followers as a moderator of the relationship between transformational leadership and team performance. Journal of Occupational & Organizational Psychology, 81, 803–811. doi: 10.1348/096317907×256717CrossRef Google Scholar

Kearney, E., & Gebert, D. (2009). Managing diversity and enhancing team outcomes: The promise of transformational leadership. Journal of Applied Psychology, 94, 77–89. doi: 10.1037/a0013077CrossRef Google Scholar PubMed

Kearney, E., Gebert, D. & Voelpel, S. (2009). When and how diversity benefits teams: The importance of team members' need for cognition. Academy of Management Journal, 52, 581–598. doi:10.5465/AMJ.2009.41331431CrossRef Google Scholar

Kearney, E. & Voelpel, S. (2012). Diversity research – What do we currently know about how to manage diverse organizational units? Zeitschrift für Betriebswirtschaft, 82, 3–18. doi: 10.1007/s11573–011–0540–1CrossRef Google Scholar

King, E. B., Dawson, J. F., Kravitz, D. A., & Gulick, L. V. (2012). A multilevel study of the relationships between diversity training, ethnic discrimination and satisfaction in organizations. Journal of Organizational Behavior, 33, 5–20. doi:10.1002/job.728CrossRef Google Scholar

Kochan, T., Bezrukova, K., Ely, R., Jackson, S., Joshi, A., Jehn, K., Leonard, J.,…. Thomas, D. (2003). The effects of diversity on business performance: Report of the Diversity Research Network. Human Resource Management, 42, 3–21. doi: 10.1002/hrm.10061CrossRef Google Scholar

Kozlowski, S. W. J., & Ilgen, D. R. (2006). Enhancing the effectiveness of work groups and teams. Psychological Science in the Public Interest, 7, 77–124. doi:10.1111/j.1529–1006.2006.00030.xCrossRef Google Scholar PubMed

Kunze, F., Boehm, S. A., & Bruch, H. (2011). Age diversity, age discrimination climate and performance consequences: A cross organizational study. Journal of Organizational Behavior, 32, 264–290. doi:10.1002/job.698CrossRef Google Scholar

Kunze, F., Boehm, S. A., & Bruch, H. (2013). Organizational performance consequences of age diversity: Inspecting the role of diversity-friendly HR policies and top managers' negative age stereotypes. Journal of Management Studies, 50, 413–442. doi:10.1111/joms.12016CrossRef Google Scholar

Kusterer, H., Lindholm, T., & Montgomery, H. (2013). Gender typing in stereotypes and evaluations of actual managers. Journal of Managerial Psychology, 28, 561–579. doi:10.1108/JMP-01–2013–0012CrossRef Google Scholar

Laran, J., & Janiszewski, C. (2011). Work or fun? How task construal and completion influence regulatory behavior. Journal of Consumer Research, 37, 967–983. doi:10.1086/656576CrossRef Google Scholar

Leach, D., Rogelberg, S., Warr, P., & Burnfield, J. (2009). Perceived meeting effectiveness: The role of design characteristics. Journal of Business & Psychology, 24, 65–76. doi: 10.1007/s10869–009–9092–6CrossRef Google Scholar

Lehmann-Willenbrock, N., Allen, J. A., & Kauffeld, S. (2013). A sequential analysis of procedural meeting communication: How teams facilitate their meetings. Journal of Applied Communication Research, 41, 365–388. doi: 10.1080/00909882.2013.844847CrossRef Google Scholar

Lehmann-Willenbrock, N., Allen, J. A., & Meinecke, A. L. (2014). Observing culture: Differences in U.S.-American and German team meeting behaviors. Group Processes & Intergroup Relations, 17, 252–271. doi:10.1177/1368430213497066CrossRef Google Scholar

Lehmann-Willenbrock, N., & Kauffeld, S. (2010). The downside of communication: Complaining circles in group discussions. In Schuman, S. (Ed.), The handbook for working with difficult groups: How they are difficult, why they are difficult, what you can do (pp. 33–54). San Francisco, CA: Jossey-Bass/Wiley.Google Scholar

Lehmann-Willenbrock, N., Meyers, R. A., Kauffeld, S., Neininger, A., & Henschel, A. (2011). Verbal interaction sequences and group mood: Exploring the role of planning communication. Small Group Research, 42, 639–668. doi:10.1177/1046496411398397CrossRef Google Scholar

Leibold, M., & Voelpel, S. (2006). Managing the aging workforce: Challenges and solutions. New York, NY: Wiley.Google Scholar

Lenton, A. P., Bruder, M., & Sedikides, C. (2009). A meta-analysis on the malleability of automatic gender stereotypes. Psychology of Women Quarterly, 33, 183–196. doi:10.1111/j.1471–6402.2009.01488.xCrossRef Google Scholar

Leonard, J. S., Levine, D. I., & Joshi, A. (2004). Do birds of a feather shop together? The effects on performance of employees' similarity with one another and with customers. Journal of Organizational Behavior, 25, 731–754. doi:10.1002/job.267CrossRef Google Scholar

Li-Ping Tang, T., Tollison, P., & Whiteside, H. D. (1987). The effect of quality circle initiation on motivation to attend quality circle meetings and on task performance. Personnel Psychology, 40, 799–814. doi: 10.1111/j.1744–6570.1987.tb00625.xCrossRef Google Scholar

Lueptow, L. B., Garovich, L. & Lueptow, M. B. (1995). The persistence of gender stereotypes in the face of changing sex roles: Evidence contrary to the sociocultural model. Ethnology and Sociobiology, 16, 509–530. 10.1016/0162–3095(95)00072–0CrossRef Google Scholar

Luthans, F. (1973). The contingency theory of management: A path out of the jungle. Business Horizons, 16, 67–72. doi: 10.1016/0007–6813(73)90026–8CrossRef Google Scholar

Mannix, E., & Neale, M. A. (2005). What differences make a difference? Psychological Science in the Public Interest, 6, 31–55. doi:10.1111/j.1529–1006.2005.00022.xCrossRef Google Scholar

Marks, M. A., Mathieu, J. E., & Zaccaro, S. J. (2001). A temporally based framework and taxonomy of team processes. Academy of Management Review, 26, 356–376. doi:10.5465/AMR.2001.4845785CrossRef Google Scholar

Maynard, M., & Gilson, L. L. (2014). The role of shared mental model development in understanding virtual team effectiveness. Group & Organization Management, 39, 3–32. doi:10.1177/1059601113475361CrossRef Google Scholar

Mesmer-Magnus, J. R., & DeChurch, L. A. (2009). Information sharing and team performance: A meta-analysis. Journal of Applied Psychology, 94, 535–546. doi:10.1037/a0013773CrossRef Google Scholar PubMed

Messick, D. M., & Mackie, D. M. (1989). Intergroup relations. Annual Review of Psychology, 40, 45–81. doi:10.1146/annurev.psych.40.1.45CrossRef Google Scholar PubMed

Meyer, B., & Schermuly, C. C. (2012). When beliefs are not enough: Examining the interaction of diversity faultlines, task motivation, and diversity beliefs on team performance. European Journal of Work & Organizational Psychology, 21, 456–487. doi:10.1080/1359432X.2011.560383CrossRef Google Scholar PubMed

Milliken, F. J., & Martins, L. L. (1996). Searching for common threads: Understanding the multiple effects of diversity in organizational groups. Academy of Management Review, 21, 402–433. doi:10.5465/AMR.1996.9605060217CrossRef Google Scholar

Moorhead, G., & Montanan, J. R. (1986). An empirical investigation of the groupthink phenomenon. Human Relations, 39, 399–410. doi: 10.1177/001872678603900502CrossRef Google Scholar

Nakui, T., Paulus, P. B., & Van der Zee, K. I. (2011). The role of attitudes in reactions toward diversity in workgroups. Journal of Applied Social Psychology, 41, 2327–2351. doi:10.1111/j.1559–1816.2011.00818.xCrossRef Google Scholar

Nam, C. S., Lyons, J. B., Hwang, H., & Kim, S. (2009). The process of team communication in multi-cultural contexts: An empirical study using Bales' interaction process analysis (IPA). International Journal of Industrial Ergonomics, 39, 771–782. doi:10.1016/j.ergon.2009.03.004CrossRef Google Scholar

Oosterhof, A., Van der Vegt, G. S., Van de Vliert, E., & Sanders, K. (2009). Valuing skill differences: Perceived skill complementarity and dyadic helping behavior in teams. Group & Organization Management, 34, 536–562. doi: 10.1177/1059601108331239CrossRef Google Scholar

Park, A. (2008). Making diversity a business advantage. Harvard Management Update, 13, 3–5.Google Scholar

Parker, S. K., Bindl, U. K., & Strauss, K. (2010). Making things happen: A model of proactive motivation. Journal of Management, 36, 827–856. doi:10.1177/0149206310363732CrossRef Google Scholar

Pelled, L. (1996). Demographic diversity, conflict, and work group outcomes: An intervening process theory. Organization Science, 7, 615–631. doi: 10.1287/orsc.7.6.615CrossRef Google Scholar

Pelled, L. H., Eisenhardt, K. M., & Xin, K. R. (1999). Exploring the black box: An analysis of work group diversity, conflict, and performance. Administrative Science Quarterly, 44, 1–28. doi: 10.2307/2667029CrossRef Google Scholar

Pettigrew, T. (1982). Prejudice. Cambridge, MA: Belknap.Google Scholar

Polzer, J. T., Milton, L. P., & Swann Jr., W. B. (2002). Capitalizing on diversity: Interpersonal congruence in small work groups. Administrative Science Quarterly, 47, 296–324. doi: 10.2307/3094807CrossRef Google Scholar

Posthuma, R. A., & Campion, M. A. (2009). Age stereotypes in the workplace: Common stereotypes, moderators, and future research directions. Journal of Management, 35, 158–188. doi: 10.1177/0149206308318617CrossRef Google Scholar

Powell, G. N., Butterfield, D., & Parent, J. D. (2002). Gender and managerial stereotypes: Have the times changed? Journal of Management, 28, 177–193. doi:10.1177/014920630202800203CrossRef Google Scholar

Richard, O. C. (2000). Racial diversity, business strategy, and firm performance: A resource-based view. Academy of Management Journal, 43, 164–177. doi:10.2307/1556374CrossRef Google Scholar

Rink, F., & Ellemers, N. (2006). What can you expect? The influence of gender diversity in dyads on work goal expectancies and subsequent work commitment. Group Processes & Intergroup Relations, 9, 577–588. doi:10.1177/1368430206067560CrossRef Google Scholar

Roberge, M., & Van Dick, R. (2010). Recognizing the benefits of diversity: When and how does diversity increase group performance? Human Resource Management Review, 20, 295–308. doi:10.1016/j.hrmr.2009.09.002CrossRef Google Scholar

Rogelberg, S. G., Leach, D. J., Warr, P. B., & Burnfield, J. L. (2006). “Not another meeting!” Are meeting time demands related to employee well-being? Journal of Applied Psychology, 91, 83–96. doi:10.1037/0021–9010.91.1.83CrossRef Google Scholar PubMed

Rogelberg, S. G., Scott, C. S., & Kello, J. (2007). The science and fiction of meetings. MIT Sloan Management Review, 48, 18–21.Google Scholar

Rogelberg, S. G., Shanock, L., & Scott, C. W. (2012). Wasted time and money in meetings: Increasing return on investment. Small Group Research, 43, 236–245. doi:10.1177/1046496411429170CrossRef Google Scholar

Russo, M. (2012). Diversity in goal orientation, team performance, and internal team environment. Equality, Diversity & Inclusion, 31, 124–143. doi:10.1108/02610151211202781CrossRef Google Scholar

Sackett, G. P. (1979). The lag sequential analysis of contingency and cyclicity in behavioral interaction research. In Osofsky, J. (Ed.), Handbook of infant development (pp. 623–649). New York, NY: Wiley.Google Scholar

Saonee, S., Manju, A., Suprateek, S., & Kirkeby, S. (2011). The role of communication and trust in global virtual teams: A social network perspective. Journal of Management Information Systems, 28, 273–309. doi: 10.2753/MIS0742–1222280109Google Scholar

Schulte, E.-M., Lehmann-Willenbrock, N. & Kauffeld, S. (2013). Age, forgiveness, and meeting behavior: A multilevel study. Journal of Managerial Psychology, 28, 928–949. doi: 10.1108/JMP-06–2013–0193CrossRef Google Scholar

Schulz-Hardt, S., Brodbeck, F. C. Mojzisch, A., Kerschreiter, R., & Frey, D. (2006). Group decision-making in hidden profile situations: Dissent as a facilitator for decision quality. Journal of Personality and Social Psychology, 91, 1080–1093. doi: 10.1037/0022–3514.91.6.1080CrossRef Google Scholar PubMed

Schwartzman, H. B. (1989). The meeting: Gatherings in organizations and communities. New York, NY: Plenum.CrossRef Google Scholar

Scott, C. W., Shanock, L. R. & Rogelberg, S. G. (2012). Meetings at work: Advancing the theory and practice of meetings. Small Group Research, 43, 127–129. doi: 10.1177/1046496411429023CrossRef Google Scholar

Shanock, L. R., Allen, J. A., Dunn, A. M., Baran, B. E., Scott, C. W., & Rogelberg, S. G. (2013). Less acting, more doing: How surface acting relates to perceived meeting effectiveness and other employee outcomes. Journal of Occupational & Organizational Psychology, 86, 457–476. doi:10.1111/joop.12037CrossRef Google Scholar

Shrestha, L. B. & Heisler, E. J. (2011). The changing demographic profile of the United States. Washington, DC: Congressional Research Service.Google Scholar

Sirianni, A. (2004). How to leverage sales meetings for better performance. Retrieved from http://www.anitasirianni.com/_pdfs/How_to_Leverage_Sales_Meetings_for_Better_Performance.pdf Google Scholar

Sivasubramaniam, N., Liebowitz, S., & Lackman, C. L. (2012). Determinants of new product development team performance: A meta-analytic review. Journal of Product Innovation Management, 29, 803–820. doi:10.1111/j.1540–5885.2012.00940.xCrossRef Google Scholar

Stamov-Roßnagel, C., & Hertel, G. (2010). Older workers' motivation: Against the myth of general decline. Management Decision, 48, 894–906. doi:10.1108/00251741011053451CrossRef Google Scholar

Tajfel, H., & Turner, J. C. (2004). The social identity theory of intergroup behavior. In: Host, J. T. & Sidanius, J. (Eds.), Key readings in social psychology. Political psychology: Key readings(pp. 276–293). New York, NY: Psychology Press.CrossRef Google Scholar

Tekleab, A. G., & Quigley, N. R. (2014). Team deep-level diversity, relationship conflict, and team members' affective reactions: A cross-level investigation. Journal of Business Research, 67, 394–402. doi:10.1016/j.jbusres.2012.12.022CrossRef Google Scholar

Trimmer, K. J., Domino, M. A., & Blanton, J. (2002). The impact of personality diversity on conflict in ISD teams. Journal of Computer Information Systems, 42, 7–14.Google Scholar

Troth, A. C., Jordan, P. J., Lawrence, S. A., & Tse, H. M. (2012). A multilevel model of emotional skills, communication performance, and task performance in teams. Journal of Organizational Behavior, 33, 700–722. doi:10.1002/job.785CrossRef Google Scholar

Tsui, A. S., Porter, L. W., & Egan, T. D. (2002). When both similarities and dissimilarities matter: Extending the concept of relational demography. Human Relations, 55, 899–929. doi: 10.1177/0018726702055008176CrossRef Google Scholar

U.S. Bureau of Labor Statistics (2012). Labor force projections to 2020: A more slowly growing workforce. Washington, D C: U.S.Department of Labor.Google Scholar

Van der Vegt, G. S., Van de Vliert, E., & Xu, H. (2005). Location-level links between diversity and innovative climate depend on national power distance. Academy of Management Journal, 48, 1171–1182. doi:10.5465/AMJ.2005.19573116CrossRef Google Scholar

Van Knippenberg, D., De Dreu, C. K. W., & Homan, A. C. (2004). Work group diversity and group performance: An integrated review and research agenda. Journal of Applied Psychology, 89, 1008–1022. doi:10.1037/0021–9010.89.6.1008CrossRef Google Scholar

Van Knippenberg, D., & Schippers, M. C. (2007). Work group diversity. Annual Review of Psychology, 58, 515–541. doi:10.1146/annurev.psych.58.110405.085546CrossRef Google Scholar PubMed

Watson, W. E., Kumar, K., & Michaelsen, L. K. (1993). Cultural diversity's impact on interaction process and performance: Comparing homogeneous and diverse task groups. Academy of Management Journal, 36, 590–602. doi:10.2307/256593CrossRef Google Scholar

Webber, S., & Donahue, L. M. (2001). Impact of highly and less job-related diversity on work group cohesion and performance: A meta-analysis. Journal of Management, 27, 141–162. doi:10.1016/S0149–2063(00)00093–3CrossRef Google Scholar

Wegge, J., Jungmann, F., Liebermann, S., Shemla, M., Ries, B. C., Diestel, S. & Schmidt, K.-H. (2012). What makes age diverse teams effective? Results from a six-year research pro-gram. Work, 41, 5145–5151.CrossRef Google Scholar

Williams, K. Y., & O'Reilly, C. A. (1998). Demography and diversity in organizations: A review of 40 years of research. Research in Organizational Behavior, 20, 77–140.Google Scholar

References

Anderson, A. H., McEwan, R., Bal, J., & Carletta, J. (2007). Virtual team meetings: An analysis of communication and context. Computers in Human Behavior, 23(5), 2558–2580. doi: http://dx.doi.org/10.1016/j.chb.2007.01.001 CrossRef Google Scholar

Aritz, J., & Walker, R. C. (2010). Cognitive organization and identity maintenance in multicultural teams: A discourse analysis of decision-making meetings. Journal of Business Communication, 47(1), 20–41. doi: http://dx.doi.org/10.1177/0021943609340669 CrossRef Google Scholar

Baran, B. E., Shanock, L. R., Rogelberg, S. G., & Scott, C. W. (2012). Leading group meetings supervisors' actions, employee behaviors, and upward perceptions. Small Group Research, 43(3), 330–355. doi: http://dx.doi.org/10.1177/1046496411418252 CrossRef Google Scholar

Barinaga, E. (2007). Cultural diversity at work: “National culture” as a discourse organizing an international project group. Human Relations, 60(2), 315–340. doi: http://dx.doi.org/10.1177/0018726707075883 CrossRef Google Scholar

Beck, S. J., & Keyton, J. (2009). Perceiving strategic meeting interaction. Small Group Research, 40(2), 223–246. doi: http://dx.doi.org/10.1177/1046496408330084 CrossRef Google Scholar

Beck, S. J., Littlefield, R. S., & Weber, A. J. (2012). Public meeting facilitation: A naïve theory analysis of crisis meeting interaction. Small Group Research, 43(2), 211–235. doi: http://dx.doi.org/10.1177/1046496411430531 CrossRef Google Scholar

Bennett, R. J. (1998). Perceived powerlessness as a cause of employee deviance. In Griffin, R. W., O'Leary-Kelly, A., & Collins, J. M. (Eds.), Dysfunctional behavior in organizations: Violent and deviant behavior. Stamford, CT: JAI.Google Scholar

Bennington, A. J., Shelter, J. C., & Shaw, T. (2003). Negotiating order in interorganizational communication: Discourse analysis of a meeting of three diverse organizations. Journal of Business Communication, 40(2), 118–143. doi: http://dx.doi.org/10.1177/002194360304000202 CrossRef Google Scholar

Bilbow, G. T. (1997). Cross-cultural impression management in the multicultural workplace: The special case of Hong Kong. Journal of Pragmatics, 28(4), 461–487. doi: http://dx.doi.org/10.1016/S0378-2166(97)00036-2 CrossRef Google Scholar

Bosch-Sijtsema, P. M., & Henriksson, L.-H. (2014). Managing projects with distributed and embedded knowledge through interactions. International Journal of Project Management, 32(6), 432–444. doi: http://dx.doi.org/10.1016/j.ijproman.2014.02.005 CrossRef Google Scholar

Brannen, M. Y., & Salk, J. E. (2000). Partnering across borders: Negotiating organizational culture in a German-Japanese joint venture. Human Relations, 53(4), 451–487. doi: http://dx.doi.org/10.1177/0018726700534001 CrossRef Google Scholar

Calamel, L., Defélix, C., Picq, T., & Retour, D. (2012). Inter-organisational projects in French innovation clusters: The construction of collaboration. International Journal of Project Management, 30(1), 48–59. doi: http://dx.doi.org/10.1016/j.ijproman.2011.03.001 CrossRef Google Scholar

Chen, C.-Y. (2011). Managing projects from a client perspective: The concept of the meetings-flow approach. International Journal of Project Management, 29(6), 671–686. doi: http://dx.doi.org/10.1016/j.ijproman.2010.07.007 CrossRef Google Scholar

Clifton, J., & Van de Miroop, D. (2010). “Doing” ethos – A discursive approach to the strategic deployment and negotiation of identities in meetings. Journal of Pragmatics, 42, 2449–2461. doi: http://dx.doi.org/10.1016/j.pragma.2010.03.008.CrossRef Google Scholar

Cook, H. M. (2011). Are honorifics polite? Uses of referent honorifics in a Japanese committee meeting. Journal of Pragmatics, 43(15), 3655–3672. doi: http://dx.doi.org/10.1016/j.pragma.2011.08.008 CrossRef Google Scholar

Cooley, E. (1994). Training an interdisciplinary team in communication and decision-making skills. Small Group Research, 25(1), 5–25. doi: http://dx.doi.org/10.1177/1046496494251002 CrossRef Google Scholar

Deppermann, A., Schmitt, R., & Mondada, L. (2010). Agenda and emergence: Contingent and planned activities in a meeting. Journal of Pragmatics, 42(6), 1700–1718. doi: http://dx.doi.org/10.1016/j.pragma.2009.10.006 CrossRef Google Scholar

Djursaa, M. (1994). North European business cultures: Britain vs. Denmark and Germany. European Management Journal, 12(2), 138–146. doi: http://dx.doi.org/10.1016/0263-2373(94)90004-3 CrossRef Google Scholar

Du-Babcock, B. (2006). An analysis of topic management strategies and turn-taking behavior in the Hong Kong bilingual environment: The impact of culture and language use. Journal of Business Communication, 43(1), 21–42. doi: http://dx.doi.org/10.1177/0021943605282373 CrossRef Google Scholar

Ehrenreich, S. (2010). English as a business lingua franca in a German multinational corporation: Meeting the challenge. Journal of Business Communication, 47(4), 408–431. doi: http://dx.doi.org/10.1177/0021943610377303 CrossRef Google Scholar

Eriksson, M., Lilliesköld, J., Jonsson, N., & Novosel, D. (2002). How to manage complex, multinational R&D projects successfully. Engineering Management Journal, 14(2), 53–60.CrossRef Google Scholar

Evans, S. (2013). “Just wanna give you guys a bit of an update”: Insider perspectives on business presentations in Hong Kong. English for Specific Purposes, 32(4), 195–207. doi: http://dx.doi.org/10.1016/j.esp.2013.05.003 CrossRef Google Scholar

Fasulo, A., & Zucchermaglio, C. (2002). My selves and I: Identity markers in work meeting talk. Journal of Pragmatics, 34(9), 1119–1144. doi: http://dx.doi.org/10.1016/S0378-2166(01)00051-0 CrossRef Google Scholar

Fiske, A. P. (1992). The four elementary forms of sociality: Framework for a unified theory of social relations. Psychological Review, 99(4), 689–723. doi: http://dx.doi.org/0033-295X/92.CrossRef Google Scholar PubMed

France, E. F., Anderson, A. H., & Gardner, M. (2001). The impact of status and audio conferencing technology on business meetings. International Journal of Human-Computer Studies, 54(6), 857–876. doi: http://dx.doi.org/10.1006/ijhc.2001.0464 CrossRef Google Scholar

Friday, R. A. (1989). Contrasts in discussion behaviors of German and American managers. International Journal of Intercultural Relations, 13(4), 429–446. doi: http://dx.doi.org/10.1016/0147-1767(89)90022-9 CrossRef Google Scholar

Genkova, P. (2009). Beyond cultural specific? Cross-cultural management in the context of globalization: General trends and psychological implications. US-China Education Review, 6(4), 49–55.Google Scholar

Gibson, C. B., & Zellmer-Bruhn, M. E. (2002). Applying the concept of teamwork metaphors to the management of team in multicultural contexts. Organizational Dynamics, 31(2), 101–116.CrossRef Google Scholar

Goh, K. T., Goodman, P. S., & Weingart, L. R. (2013). Team innovation processes. An examination of activity cycles in creative project teams. Small Group Research, 44(2), 159–194. doi: http://dx.doi.org/10.1177/1046496413483326.CrossRef Google Scholar

Hall, E. T., & Hall, M. R. (1983). Hidden differences, studies in international communication: How to communicate with the Germans. Hamburg, Germany: Stern Magazine/Gruner & Jahr.Google Scholar

Hedderich, N. (1999). When cultures clash: Views from the professions. Die Unterrichtspraxis/Teaching German, 158–165. http://dx.doi.org/10.2307/3531756 CrossRef Google Scholar

Herbig, P. A., & Kramer, H. E. (1991). Cross-cultural negotiations: Success through understanding. Management Decision, 29(8). doi: http://dx.doi.org/10.1108/EUM0000000000083 CrossRef Google Scholar

Herbig, P., & Martin, D. (1998). Negotiating with Chinese: A cultural perspective. Cross- Cultural Management: An International Journal, 5(3), 42–56. doi: http://dx.doi.org/10.1108/13527609810796826 CrossRef Google Scholar

Hofstede, G. (1991). Culture and organizations: Software of the mind. London, UK: McGraw-Hill.Google Scholar

Huisman, M. (2001). Decision-making in meetings as talk-in-interaction. International Studies of Management and Organization, 31(3), 69–90.CrossRef Google Scholar

Im, H.-G., Yates, J., & Orlikowski, W. (2005). Temporal coordination through communication: Using genres in a virtual start-up organization. Information Technology & People, 18, 89–119. doi: http://dx.doi.org/10.1108/09593840510601496 CrossRef Google Scholar

Jarzabkowski, P., & Seidl, D. (2008). The role of meetings in the social practice of strategy. Organization Studies, 29(11), 1391–1426. doi: http://dx.doi.org/10.1177/0170840608096388 CrossRef Google Scholar

Julsrud, T. E., Hjorthol, R., & Denstadli, J. M. (2012). Business meetings: Do new videoconferencing technologies change communication patterns? Journal of Transport Geography, 24(0), 396–403. doi: http://dx.doi.org/10.1016/j.jtrangeo.2012.04.009 CrossRef Google Scholar

Kangasharju, H. (2002). Alignment in disagreement: Forming oppositional alliances in committee meetings. Journal of Pragmatics, 34(10–11), 1447–1471. doi: http://dx.doi.org/10.1016/S0378-2166(02)00073-5 CrossRef Google Scholar

Kangasharju, H., & Nikko, T. (2009). Emotions in organizations: Joint laughter in workplace meetings. Journal of Business Communication, 46(1), 100–119. doi: http://dx.doi.org/10.1177/0021943608325750 CrossRef Google Scholar

Kauffeld, S., & Lehmann-Willenbrock, N. (2012). Meetings matter: Effects of team meetings on team and organizational success. Small Group Research, 43(2), 130–158. doi: http://dx.doi.org/10.1177/1046496411429599 CrossRef Google Scholar

Kauffeld, S., & Meyers, R. A. (2009). Complaint and solution-oriented circles: Interaction patterns in work group discussions. European Journal of Work and Organizational Psychology, 18(3), 267–294. doi: http://dx.doi.org/10.1080/13594320701693209 CrossRef Google Scholar

Kemp, L. J., & Williams, P. (2013). In their own time and space: Meeting behaviour in the Gulf Arab workplace. International Journal of Cross-Cultural Management, 13(2), 215–235. doi: http://dx.doi.org/10.1177/1470595813485383 Google Scholar

Kilduff, M., Funk, J. L., & Mehra, A. (1997). Engineering identity in a Japanese factory. Organization Science, 8(6), 579–592. http://dx.doi.org/10.1287/orsc.8.6.579 CrossRef Google Scholar

Klitmøller, A., & Lauring, J. (2012). When global virtual teams share knowledge: Media richness, cultural difference and language commonality. Journal of World Business, 48(3), 398–406. doi: http://dx.doi.org/10.1016/j.jwb.2012.07.023 CrossRef Google Scholar

Köhler, T. (2009). What role do norms play in global teamwork? The influence of cultural communication and coordination norms on team processes in internationally distributed teams (Doctoral dissertation). George Mason University. Retrieved from http://u2.gmu.edu:8080/dspace/bitstream/1920/4557/1/Koehler_Tine.pdf.Google Scholar

Köhler, T., Cramton, C.D., & Hinds, P.J. (2012). Are there different meeting norms across cultures? Insights from three German/American collaborations. Small Groups Research, 43(2), 159–185. doi: http://dx.doi.org/10.1177/1046496411429600.CrossRef Google Scholar

Ladegaard, H. J. (2012). Rudeness as a discursive strategy in leadership discourse: Culture, power and gender in a Hong Kong workplace. Journal of Pragmatics, 44(12), 1661–1679. doi: http://dx.doi.org/10.1016/j.pragma.2012.07.003 CrossRef Google Scholar

Leach, D. J., Rogelberg, S. G., Warr, P. B., & Burnfield, J. L. (2009). Perceived meeting effectiveness: The role of design characteristics. Journal of Business and Psychology, 24, 65–76. doi: http://dx.doi.org/10.1007/s10869-009-9092-6.CrossRef Google Scholar

Lee-Kelley, L., & Sankey, T. (2008). Global virtual teams for value creation and project success: A case study. International Journal of Project Management, 26(1), 51–62. doi: http://dx.doi.org/10.1016/j.ijproman.2007.08.010 CrossRef Google Scholar

Lehmann-Willenbrock, N., Allen, J. A., & Meinecke, A. L. (2013). Observing culture: Differences in U.S.-American and German team meeting behaviors. Group Processes Intergroup Relations, 17(2), 252–271. doi: http://dx.doi.org/10.1177/1368430213497066.CrossRef Google Scholar

Lehmann-Willenbrock, N., Meyers, R. A., Kauffeld, S., Neininger, A., & Henschel, A. (2011). Verbal interaction sequences and group mood: Exploring the role of team planning communication. Small Group Research, 42(6), 639–668. doi: http://dx.doi.org/10.1177/1046496411398397 CrossRef Google Scholar

Lincoln, Y. S., & Guba, E.G. (1985). Naturalistic inquiry. Beverly Hills, CA: Sage.CrossRef Google Scholar

MacLeod, L. (2011). Conducting a well-managed meeting. Physician Executive, 37(6), 80–85.Google Scholar PubMed

Mäkilouko, M. (2004). Coping with multicultural projects: The leadership styles of Finnish project managers. International Journal of Project Management, 22(5), 387–396. doi: http://dx.doi.org/10.1016/j.ijproman.2003.08.004 CrossRef Google Scholar

Mankins, M. C. (2004). Stop wasting valuable time. Harvard Business Review, 82(9), 58–65.Google Scholar PubMed

McFarlin, D. B., Sweeney, P. D., & Cotton, J. L. (1992). Attitudes toward employee participation in decision-making: A comparison of European and American managers in a United States multinational company. Human Resource Management, 31(4), 363–383. doi: http://dx.doi.org/10.1002/hrm.3930310406.CrossRef Google Scholar

Messmer, M. (2001). Conducting effective meetings. Strategic Finance, 82(12), 8–10.Google Scholar

Meyer, H.- D. (1993). The cultural gap in long-term international work groups: A German-American case study. European Management Journal, 11(1), 93–101. doi: http://dx.doi.org/10.1016/0263-2373(93)90029-H CrossRef Google Scholar

Miller, L. (1994). Japanese and American meetings and what goes on before them: A case study of co-worker misunderstanding. Pragmatics, 4(2), 221–238.Google Scholar

Millhous, L. M. (1999). The experience of culture in multicultural groups: Case studies of Russian-American collaboration in business. Small Group Research, 30(3), 280–308. doi: http://dx.doi.org/10.1177/104649649903000302 CrossRef Google Scholar

Murata, K. (2014). An empirical cross-cultural study of humour in business meetings in New Zealand and Japan. Journal of Pragmatics, 60(0), 251–265. doi: http://dx.doi.org/10.1016/j.pragma.2013.09.002 CrossRef Google Scholar

Niederman, F., & Volkema, R. J. (1999). The effects of facilitator characteristics on meeting preparation, set up, and implementation. Small Group Research, 30(3), 330–360. doi: http://dx.doi.org/10.1177/104649649903000304 CrossRef Google Scholar

Nielsen, M. F. (2009). Interpretative management in business meetings: Understanding managers' interactional strategies through conversation analysis. Journal of Business Communication, 46(1), 23–56. doi: http://dx.doi.org/10.1177/0021943608325752 CrossRef Google Scholar

Nielsen, M. F. (2013). “Stepping Stones” in opening and closing department meetings. Journal of Business Communication, 50(1), 34–67. doi: http://dx.doi.org/10.1177/0021943612465182 CrossRef Google Scholar

Ochieng, E. G., & Price, A. D. F. (2010). Managing cross-cultural communication in multicultural construction project teams: The case of Kenya and UK. International Journal of Project Management, 28(5), 449–460. doi: http://dx.doi.org/10.1016/j.ijproman.2009.08.001 CrossRef Google Scholar

Oliver, C. (2004). The mighty meeting. Board Leadership, 75, 1–8. http://dx.doi.org/10.1002/bl.38620047502 Google Scholar

Payton, S. (2009). The Pow-Wow factor. Financial Management, 28–32.Google Scholar

Rogelberg, S. G. (2006). Meetings at work. In Rogelberg, S. G. (Ed.), Encyclopedia of industrial and organizational psychology (pp. 474–475). Thousand Oaks, CA: Sage. doi: http://dx.doi.org/10.4135/9781412952651.n181 Google Scholar

Rogelberg, S. G., Allen, J. A., Shanock, L., Scott, C., & Shuffler, M. (2010). Employee satisfaction with meetings: A contemporary facet of job satisfaction. Human Resource Management, 49(2), 149–172. doi: http://dx.doi.org/10.1002/hrm.20339 CrossRef Google Scholar

Rogelberg, S. G., Leach, D. J., Warr, P. B., & Burnfield, J. L. (2006). “Not another meeting!” Are meeting time demands related to employee well-being? Journal of Applied Psychology, 91, 86–96. doi: http://dx.doi.org/10.1037/0021-9010.91.1.83 CrossRef Google Scholar PubMed

Schnurr, S., Marra, M., & Holmes, J. (2007). Being (im)polite in New Zealand workplaces: Māori and Pākehā leaders. Journal of Pragmatics, 39(4), 712–729. doi: http://dx.doi.org/10.1016/j.pragma.2006.11.016 CrossRef Google Scholar

Schulte, E. M., Lehmann-Willenbrock, N., & Kauffeld, S. (2013). Age, forgiveness, and meeting behavior: A multilevel study. Journal of Managerial Psychology, 28(7/8), 928–949. doi: http://dx.doi.org/10.1108/JMP-06-2013-0193 CrossRef Google Scholar

Schwartzman, H. B. (1986). The meeting as a neglected social form in organizational studies. In Staw, Barry M. & Cummings, L. L. (Eds.), Research in organizational behavior (Vol. 8; pp. 233–258). Greenwich, CT: JAIGoogle Scholar

Shachaf, P. (2008). Cultural diversity and information and communication technology impacts on global virtual teams: An exploratory study. Information & Management, 45(2), 131–142. doi: http://dx.doi.org/10.1016/j.im.2007.12.003 CrossRef Google Scholar

Shore, B., & Cross, B. J. (2005). Exploring the role of national culture in the management of large-scale international science projects. International Journal of Project Management, 23, 55–64. doi: http://dx.doi.org/10.1016/j.ijproman.2004.05.009 CrossRef Google Scholar

Sonnentag, S. (2001). High performance and meeting participation: An observational study in software design teams. Group Dynamics: Theory, Research, and Practice, 5(1), 3. doi: http://dx.doi.org/10.1037//1089-2699.5.1.3 CrossRef Google Scholar

Sonnentag, S., & Volmer, J. (2009). Individual-level predictors of task-related teamwork processes: The role of expertise and self-efficacy in team meetings. Group & Organization Management, 34(1), 37–66. doi: http://dx.doi.org/10.1177/1059601108329377 CrossRef Google Scholar

Strauss, A., & Corbin, J. (1994). Grounded theory methodology: An overview. In Norman, D. & Lincoln, Y. S. (Eds.), Handbook of qualitative research (pp. 273–285). Thousand Oaks, CA: Sage.Google Scholar

Sutton, R. I., & Hargadon, A. (1996). Brainstorming groups in context: Effectiveness in a product design firm. Administrative Science Quarterly, 685–718.CrossRef Google Scholar

Swierczek, F. W. (1994). Culture and conflict in joint ventures in Asia. International Journal of Project Management, 12(1), 39–47. doi: http://dx.doi.org/10.1016/0263-7863(94)90008-6 CrossRef Google Scholar

Symanowitz, C. (2013). How we can make meetings more effective. Finweek, 44–45.Google Scholar

Szabo, E. (2007). Participative management and culture. A qualitative and integrated study in five European countries. Berlin, Germany: Peter Lang.Google Scholar

Tracy, K., & Dimock, A. (2004). Meetings: Discursive sites for building and fragmenting community. In Kabfleisch, P. J. (Ed.), Communication yearbook (Vol. 28; pp. 127–165). Mahwah, NJ: Erlbaum. doi: http://dx.doi.org/10.1207/s15567419cy2801_4 Google Scholar

Virkkula-Räisänen, T. (2010). Linguistic repertoires and semiotic resources in interaction: A Finnish manager as a mediator in a multilingual meeting. Journal of Business Communication, 47(4), 505–531. doi: http://dx.doi.org/10.1177/0021943610377315 CrossRef Google Scholar

Vöge, M. (2010). Local identity processes in business meetings displayed through laughter in complaint sequences. Journal of Pragmatics, 42(6), 1556–1576. doi: http://dx.doi.org/10.1016/j.pragma.2010.01.016 CrossRef Google Scholar

Volkema, R. J., & Niederman, F. (1995). Organizational meetings formats and information requirements. Small Group Research, 26(1), 3–24. doi: http://dx.doi.org/10.1177/1046496495261001 CrossRef Google Scholar

Volkema, R. J., & Niederman, F. (1996). Planning and managing organizational meetings: An empirical analysis of written and oral communications. Journal of Business Communication, 33(3), 275–292. doi: http://dx.doi.org/10.1177/002194369603300304 CrossRef Google Scholar

Vuorela, T. (2005). How does a sales team reach goals in intercultural business negotiations? A case study. English for Specific Purposes, 24(1), 65–92. doi: http://dx.doi.org/10.1016/j.esp.2003.09.005 CrossRef Google Scholar

Weiss, S. E. (1994a), Negotiating with “Romans”: Part 1, Sloan Management Review, Winter, 51–61.Google Scholar

Weiss, S. E. (1994b), Negotiating with “Romans”: Part 2, Sloan Management Review, Spring, 85–99.Google Scholar

Winkler, J. K., Dibbern, J., & Heinzl, A. (2008). The impact of cultural differences in offshore outsourcing – Case study results from German–Indian application development projects. Information Systems Frontiers, 10(2), 243–258. doi: http://dx.doi.org/10.1007/s10796-008-9068-5 CrossRef Google Scholar

Yates, J., & Orlikowski, W. J. (1992). Genres of organizational communication: A structurational approach to studying communication and media. Academy of Management Review, 17, 299–326. doi: http://dx.doi.org/10.2307/258774.CrossRef Google Scholar

Yates, J., & Orlikowski, W. J. (2002). Genre systems: Structuring interaction through communicative norms. Journal of Business Communication, 39, 13–35. doi: http://dx.doi.org/10.1177/002194360203900102.CrossRef Google Scholar

Yates, J., Orlikowski, W. J., & Okamura, K. (1999). Explicit and implicit structuring of genres in electronic communication: Reinforcement and change of social interaction. Organization Science, 10(1), 83–103. doi: http://dx.doi.org/10.1287/orsc.10.1.83 CrossRef Google Scholar

Zhu, Y., McKenna, B., & Sun, Z. (2007). Negotiating with Chinese: Success of initial meetings is the key. Cross-Cultural Management: An International Journal, 14(4), 354–364. doi: http://dx.doi.org/10.1108/13527600710830368CrossRef Google Scholar

References

Achakul, C., & Yolles, M. (2013). Intrinsic and extrinsic motivation in personality: Assessing knowledge profiling and the work preference inventory in a Thai population.Journal of Organisational Transformation & Social Change, 10, 196–217. doi: 10.1179/1477963312Z.0000000005CrossRef Google Scholar

Allen, J. A., Landowski, N., & Lehmann-Willenbrock, N. (2014). Linking premeeting communication to meeting effectiveness.Journal of Managerial Psychology, 29(8), 1064–1081. doi: 10.1080/00909882.2013.844847CrossRef Google Scholar

Allen, J. A., & Lehmann-Willenbrock, N. (2013). Was passiert vor dem Meeting? Small Talk steigert die Meetingeffektivität. [What happens before meetings? Small talk promotes meeting effectiveness]. PERSONALquarterly, 65, 22–27.Google Scholar

Atkinson, J. M., & Heritage, J. (1984). Transcript notation. In Atkinson, J. M. & Heritage, J. (Eds.), Structures of social action: Studies in conversation analysis. (pp. ix–xvi). Cambridge, UK: Cambridge University Press.Google Scholar

Barsade, S. G. (2002). The ripple effect: Emotional contagion and its influence on group behavior. Administrative Science Quarterly, 47, 644–675. doi:10.2307/3094912CrossRef Google Scholar

Cain, S. (2012). Quiet: The power of introverts in a world that can't stop talking. New York, NY: Crown.Google Scholar

Chartrand, T. L., & Bargh, J. A. (1999). The chameleon effect: The perception-behavior link and social interaction. Journal of Personality and Social Psychology, 76, 893–910.CrossRef Google Scholar PubMed

Clifton, J. (2009). Beyond taxonomies of influence. Journal of Business Communication, 46, 57–79. doi: 10.1177/0021943608325749CrossRef Google Scholar

Cohen, M. A., Rogelberg, S. G., Allen, J. A., & Luong, A. (2011). Meeting design characteristics and attendee perceptions of staff/team meeting quality. Group Dynamics: Theory, Research and Practice, 15, 90–104. doi: 10.1037/a0021549CrossRef Google Scholar

Coupland, J. (2000). Introduction: Social perspectives on small talk. In Coupland, J. (Ed.), Small talk (pp. 1–25). Harlow, UK: Pearson.Google Scholar

Costa, P., & McCrae, R. (2008). The revised NEO personality inventory (NEO-PI-R). In Boyle, G., Matthews, G., & Saklofske, D. (Eds.), The SAGE handbook of personality theory and assessment: Volume 2 – Personality measurement and testing (pp. 179–199). London: Sage.CrossRef Google Scholar

Damasio, A R. (1994). Descartes' error: Emotion, reason and the human brain. London, UK: Vintage.Google Scholar

Denzin, N. K. (1978). The research act: A theoretical introduction to sociological methods. New York: McGraw-Hill.Google Scholar

Dey, I. (1993). Qualitative data analysis: A user-friendly guide for social scientists. New York, NY: Routledge.Google Scholar

Duclos, S. E., Laird, J. D., Schneider, E., Sexter, M., Stern, L., & Van Lighten, O. (1989). Emotion-specific effects of facial expressions and postures on emotional experience. Journal of Personality and Social Psychology, 57, 100–108. doi:10.1037/0022–3514.57.1.100CrossRef Google Scholar

Ekman, P., Friesen, W., & Scherer, K. (1976). Body movement and voice pitch in deceptive interaction. Semiotica, 16, 23–27. doi: 10.1515/semi.1976.16.1.23CrossRef Google Scholar

Ellemers, N., Spears, R., & Doojse, B. (1999). Social identity. Oxford, UK: BlackwellGoogle Scholar

Endrass, B., Rehm, M., & Andrè, E. (2011). Planning small talk behavior with cultural influences for multiagent systems. Computer Speech & Language, 25, 158–174.CrossRef Google Scholar

Eriksen, J., & Dyer, L. (2004). Right from the start: Exploring the effects of early team events on subsequent project team development and performance. Administrative Science Quarterly, 49, 438–471.CrossRef Google Scholar

Feldman, D. C. (1984). The development and enforcement of group norms. Academy of Management Review, 9, 47–53. doi:10.2307/258231CrossRef Google Scholar

Ford, C. (2008).Women speaking up: Getting and using turns in meetings. Hampshire, UK: Palgrave Macmillan.CrossRef Google Scholar

Forgas, J. P. (1990). Affective influences on individual and group judgments. European Journal of Social Psychology, 20, 441–453.CrossRef Google Scholar

Forgas, J. P. (1998). Feeling good and getting your way: Mood effects on negotiating strategies and outcomes. Journal of Personality and Social Psychology, 74, 565–577. doi:10.1037/0022–3514.74.3.565CrossRef Google Scholar

George, J. M., & Brief, A. P. (1992). Feeling good-doing good: A conceptual analysis of the mood at work-organizational spontaneity relationship. Psychological Bulletin, 112, 310–329. doi:10.1037/0033–2909.112.2.310CrossRef Google Scholar

Gersick, C. J. (1988). Time and transition in work teams: Toward a new model of group development. Academy of Management Journal, 31, 9–41. doi:10.2307/256496CrossRef Google Scholar

Gersick, C. J., & Hackman, R. J. (1990). Habitual routines in task-performing groups. Organizational Behavior and Human Decision Processes, 47, 65–97. doi: 10.1016/0749–5978(90)90047-DCrossRef Google Scholar PubMed

Graziano, W. G., Habashi, M. M., Sheese, B. E., & Tobin, R. M. (2007). Agreeableness, empathy, and helping: A person × situation perspective. Journal of Personality and Social Psychology, 93, 583–599. doi:10.1037/0022–3514.93.4.583CrossRef Google Scholar PubMed

Hatfield, E., Cacioppo, J., & Rapson, R. L. (1994). Emotional contagion. New York, NY: Cambridge University Press.Google Scholar

Hoebel, E. (1966). Anthropology: Study of man. (3rd ed.). New York, NY: McGraw-Hill.Google Scholar

Hofstede, G. (2001). Culture's consequences: Comparing values, behaviors, institutions, and organizations across nations (2nd ed.). Thousand Oaks, CA: Sage.Google Scholar

Holmes, J. (2000). Doing collegiality and keeping control at work: Small talk in government departments. In Coupland, J. (Ed.), Small talk (pp. 32–61). Harlow, UK: Pearson.Google Scholar

Isen, A. M. (2003). Positive affect, systematic cognitive processing, and behavior: Toward integration of affect, cognition, and motivation. In Dansereau, F. & Yammarino, F. J. (Eds.), Multi-level issues in organizational behavior and strategy (pp. 55–62). Oxford, UK: JAI/Elsevier.CrossRef Google Scholar

Janis, I. L. (1982). Stress, attitudes, and decisions: Selected papers. New York, NY: Praeger.Google Scholar

Kurland, N., & Pelled, L. (2000). Passing the word: Toward a model of gossip and power in the workplace. Academy of Management Review, 25, 428–438. doi:10.2307/259023CrossRef Google Scholar

Lewis, R. (2006). When cultures collide: Leading across cultures. London, UK: Brealey.Google Scholar

Lindlof, T., & Taylor, B. (2011). Qualitative communication research methods (3rd ed.). London, UK: Sage.Google Scholar

Liu, T., Ode, S., Moeller, S. K., & Robinson, M. D. (2013). Neuroticism as distancing: Perceptual sources of evidence. Journal of Personality and Social Psychology, 104(5), 907–920. doi:10.1037/a0031969CrossRef Google Scholar PubMed

MacIntyre, P. D. (1994). Variables underlying willingness to communicate: A causal analysis. Communication Research Reports, 11, 135–142.CrossRef Google Scholar

Manusov, V., & Patterson, M. L. (Eds.). (2006). The Sage handbook of nonverbal communication. London, UK: Sage.CrossRef Google Scholar

Matthews, G., Deary, I. J., & Whiteman, M. C. (2003). Personality traits (2nd ed.). Cambridge, UK: Cambridge University Press.CrossRef Google Scholar

McCarthy, M. (2000). Mutually captive audiences: Small talk and the genre of close-contact service encounters. In Coupland, J. (Ed.), Small talk (pp. 84–109). Harlow, UK: Pearson.Google Scholar

McCarthy, M. (2003). Talking back: “Small” interactional response tokens. Research on Language and Social Interaction, 36, 33–63. doi: 10.0.4.183/S15327973RLSI3601_3CrossRef Google Scholar

McCrae, R. (1994). Openness to experience: Expanding the boundaries of Factor V. European Journal of Personality, 8, 251–272. doi: 10.1002/per.2410080404CrossRef Google Scholar

Miles, M., & Huberman, M. (2014). Qualitative data analysis: An expanded sourcebook (3rd ed.). London, UK: Sage.Google Scholar

Morgeson, F. P., DeRue, D. S., & Karam, E. P. (2010). Leadership in teams: A functional approach to understanding leadership structures and processes. Journal of Management, 36, 5–39. doi: 10.1177/0149206309347376CrossRef Google Scholar

Mullany, L. (2006). “Girls on tour”: Politeness, small talk, and gender in managerial business meetings. Journal of Politeness Research, 2, 55–77. doi: 10.1515/PR.2006.004CrossRef Google Scholar

Neumann, R., & Strack, F. (2000). Mood contagion: The automatic transfer of mood between persons. Journal of Personality and Social Psychology, 79, 211–223. doi:10.1037/0022–3514.79.2.211CrossRef Google Scholar PubMed

Nielsen, M. (2013). “Stepping Stones” in opening and closing department meetings. Journal of Business Communication, 50, 34–67. doi: 10.1177/0021943612465182CrossRef Google Scholar

Olson, B. J., Parayitam, S., & Yongjian, B. (2007). Strategic decision making: The effects of cognitive diversity, conflict, and trust on decision outcomes. Journal of Management, 33, 196–222. doi:10.1177/0149206306298657CrossRef Google Scholar

Phillips, K. W., Liljenquist, K. A., & Neale, M. A. (2009). Is the pain worth the gain? The advantages and liabilities of agreeing with socially distinct newcomers. Personality and Social Psychology Bulletin, 35, 336–350. doi:10.1177/0146167208328062CrossRef Google Scholar PubMed

Pullin, P. (2010). Small talk, rapport, and international communicative competence. Journal of Business Communication, 47, 455–476. doi: 10.1177/0021943610377307CrossRef Google Scholar

Robert, C., & Cheung, Y. (2010). An examination of the relationship between conscientiousness and group performance on a creative task. Journal of Research in Personality, 44, 222–231. doi: 10.1016/j.jrp.2010.01.005CrossRef Google Scholar

Rogelberg, S. G., Leach, D. J., Warr, P. B., & Burnfield, J. L. (2006). “Not another meeting!” Are meeting time demands related to employee well-being? Journal of Applied Psychology, 91, 86–96. doi: 10.1037/0021–9010.91.1.83CrossRef Google Scholar PubMed

Scheffknecht, S. (2011). Multinational enterprises – organizational culture vs. national culture. International Journal of Management Cases, 13, 73–78.Google Scholar

Schoenewolf, G. (1990). Emotional contagion: Behavioral induction in individuals and groups. Modern Psychoanalysis, 15, 49–61.Google Scholar

Seligman, M. E. P., & Schulman, P. (1986). Explanatory style as a predictor of productivity and quitting among life insurance sales agents. Journal of Personality and Social Psychology, 50, 832–838. doi:10.1037/0022–3514.50.4.832CrossRef Google Scholar

Schwartzman, H. B. (1989). The meeting: Gatherings in organizations and communities. New York, NY: Plenum.CrossRef Google Scholar

So Young, K. (2010). Do Asian values exist? Empirical tests of the four dimensions of Asian values. Journal of East Asian Studies, 10, 315–344.Google Scholar

Staw, B. M., & Barsade, S. G. (1993). Affect and managerial performance: A test of the sadder-but wiser vs. happier-and-smarter hypotheses. Administrative Science Quarterly, 38, 304–331.CrossRef Google Scholar

Taylor, J. R. (2006). Coorientation: A conceptual framework. In Cooren, F., Taylor, J. R., & van Every, E. J. (Eds.), Communication as organizing: Empirical and theoretical explorations in the dynamic of text and conversation (pp. 141–156). Mahwah, NJ: Erlbaum.Google Scholar

Turska-Kawa, A. (2013). Big Five personality traits model in electoral behaviour studies.Romanian Journal of Political Science, 13, 69–105.Google Scholar

Vijayalakshmi, V., & Bhattacharyya, S. (2012). Emotional contagion and its relevance to individual behavior and organizational processes: A position paper. Journal of Business Psychology, 23, 363–374. doi:10.1007/s10869–011–9243–4CrossRef Google Scholar

Wheelan, S. A., & Williams, T. (2003). Mapping dynamic interaction patterns in work groups. Small Group Research, 34, 443–467. doi:10.1177/1046496403254043CrossRef Google Scholar

Zellmer-Bruhn, M., Waller, M. J., & Ancona, D. G. (2004). The effect of temporal entrainment on the ability of teams to change their routines. In Blount, S. (Ed.), Research on managing groups and teams (Vol. 6; pp. 135–158). Bingley, UK: Emerald Group.Google Scholar

Zijlstra, F., Waller, M., & Phillips, S. (2012). Setting the tone: Early interaction patterns in swift-starting teams as a predictor of effectiveness. European Journal of Work and Organizational Psychology, 21, 749–777. doi:10.1080/1359432X.2012.690399CrossRef Google Scholar

References

Allen, J. A., & Rogelberg, S. G. (2013). Manager-led group meetings A context for promoting employee engagement. Group & Organization Management, 38, 543–569. doi:10.1177/1059601113503040CrossRef Google Scholar

Bonsang, E., & Van Soest, A. (2012). Satisfaction with job and income among older individuals across European countries. Social Indicators Research, 105, 227–254. doi:10.1007/s11205–011–9879–5CrossRef Google Scholar

Bouncken, R. B. (2004). Cultural diversity in entrepreneurial teams: Findings of new ventures in Germany. Creativity and Innovation Management, 13, 240–253. doi:10.1111/j.0963–1690.2004.00313.xCrossRef Google Scholar

Bouncken, R. B., & Winkler, V. A. (2010). National and cultural diversity in transnational innovation teams. Technology Analysis & Strategic Management, 22, 133–151. doi:10.1080/09537320903498470CrossRef Google Scholar

Connaughton, S. L., & Shuffler, M. (2007). Multinational and multicultural distributed teams. Small Group Research, 38, 387–412. doi:10.1177/1046496407301970CrossRef Google Scholar

Cook, P., Ellis, C., Graf, M., Rein, G., & Smith, T. (1987). Project Nick: Meetings augmentation and analysis. ACM Transactions on Information Systems (TOIS), 5, 132–146. doi:10.1145/27636.27638CrossRef Google Scholar

Dekker, D. M., Rutte, C. G., & Van den Berg, P. T. (2008). Cultural differences in the perception of critical interaction behaviors in global virtual teams. International Journal of Intercultural Relations, 32, 441–452. doi:10.1016/j.ijintrel.2008.06.003CrossRef Google Scholar

Diener, E. (2000). Subjective well-being: The science of happiness and a proposal for a national index. American Psychologist, 55, 34–43. doi:10.1037/0003–066X.55.1.34CrossRef Google Scholar

Gelfand, M. J., Erez, M., & Aycan, Z. (2007). Cross-cultural organizational behavior. Annual Review of Psychology, 58, 479–514. doi:10.1146/annurev.psych.58.110405.085559CrossRef Google Scholar PubMed

Gupta, V., Hanges, P. J., & Dorfman, P. (2002). Cultural clusters: Methodology and findings. Journal of World Business, 37, 11–15. doi:10.1016/S1090–9516(01)00070–0CrossRef Google Scholar

Hall, E. T. (1983). The dance of life: The other dimension of time. New York, NY: Anchor.Google Scholar

Hamamura, T., Meijer, Z., Heine, S. J., Kamaya, K., & Hori, I. (2009). Approach–avoidance motivation and information processing: A cross-cultural analysis. Personality & Social Psychology Bulletin, 35, 454–462. doi:10.1177/0146167208329512; 10.1177/0146167208329512CrossRef Google Scholar PubMed

Harzing, A. (2006). Response styles in cross-national survey research A 26-country study. International Journal of Cross Cultural Management, 6, 243–266. doi:10.1177/1470595806066332CrossRef Google Scholar

Hofstede, G. H. (1980). Motivation, leadership, and organization: Do American theories apply abroad? Organizational Dynamics, 9, 42–63. doi:10.1016/0090–2616(80)90013–3CrossRef Google Scholar

Hofstede, G. H. (2001). Culture's consequences: Comparing values, behaviors, institutions and organizations across nations. Thousand Oaks, CA: Sage.Google Scholar

Holtbrügge, D., Weldon, A., & Rogers, H. (2013). Cultural determinants of email communication styles. International Journal of Cross Cultural Management, 13, 89–110. doi:10.1177/1470595812452638CrossRef Google Scholar

House, R., Hanges, P., Javidan, M., Dorfman, , & Gupta, , (2004). Culture, leadership, and organizations: The GLOBE studies of 62 societies. Thousand Oaks, CA: Sage.Google Scholar

House, R., Javidan, M., Hanges, P., & Dorfman, P. (2002). Understanding cultures and implicit leadership theories across the globe: An introduction to Project GLOBE. Journal of World Business, 37, 3–10. doi:10.1016/S1090–9516(01)00069–4CrossRef Google Scholar

Kemp, L. J., & Williams, P. (2013). In their own time and space: Meeting behaviour in the Gulf Arab workplace. International Journal of Cross Cultural Management, 13, 215–235. doi:10.1177/1470595813485383CrossRef Google Scholar

Kittler, M. G., Rygl, D., & Mackinnon, A. (2011). Special review article: Beyond culture or beyond control? Reviewing the use of Hall's high-/low-context concept. International Journal of Cross Cultural Management, 11, 63–82. doi:10.1177/1470595811398797CrossRef Google Scholar

Köhler, T., Cramton, C. D., & Hinds, P. J. (2012). The meeting genre across cultures insights from three German–American collaborations. Small Group Research, 43, 159–185. doi:10.1177/1046496411429600CrossRef Google Scholar

Kozlowski, S. W. J., & Bell, B. S. (2003). Work groups and teams in organizations. In Borman, W. C., Ilgen, D. R., & Klimoski, R. J. (Eds.), Handbook of psychology, Vol. 12: Industrial and organizational psychology (pp. 333–375). New York: Wiley-Blackwell.CrossRef Google Scholar

Leach, D. J., Rogelberg, S. G., Warr, P. B., & Burnfield, J. L. (2009). Perceived meeting effectiveness: The role of design characteristics. Journal of Business and Psychology, 24, 65–76. doi:10.1007/s10869–009–9092–6CrossRef Google Scholar

Lehmann-Willenbrock, N., Allen, J. A., & Meinecke, A. L. (2013). Observing culture: Differences in US-American and German team meeting behaviors. Group Processes & Intergroup Relations, 17, 252–271. doi:1368430213497066.CrossRef Google Scholar

LePine, J. A., Piccolo, R. F., Jackson, C. L., Mathieu, J. E., & Saul, J. R. (2008). A meta-analysis of teamwork processes: Tests of a multidimensional model and relationships with team effectiveness criteria. Personnel Psychology, 61, 273–307. doi:10.1111/j.1744–6570.2008.00114.xCrossRef Google Scholar

Peng, K., Nisbett, R. E., & Wong, N. Y. C. (1997). Validity problems comparing values across cultures and possible solutions. Psychological Methods, 2, 329–344. doi:10.1037/1082–989X.2.4.329CrossRef Google Scholar

Reinecke, K., Nguyen, M. K., Bernstein, A., Näf, M., & Gajos, K. Z. (2013). Doodle around the world: Online scheduling behavior reflects cultural differences in time perception and group decision-making. Proceedings of the 2013 Conference on Computer Supported Cooperative Work, 45–54. doi:10.1145/2441776.2441784CrossRef Google Scholar

Rogelberg, S. G. (2007). Meetings at work. In Rogelberg, S. G. (Ed.), Handbook of industrial and organizational psychology (pp. 474–475). Thousand Oaks, CA: Sage.Google Scholar

Rogelberg, S. G., Leach, D. J., Warr, P. B., & Burnfield, J. L. (2006). “Not another meeting!” Are meeting time demands related to employee well-being?. Journal of Applied Psychology, 91, 83–89. doi:10.1037/0021–9010.91.1.83CrossRef Google Scholar PubMed

Rogerson-Revell, P. (2008). Participation and performance in international business meetings. English for Specific Purposes, 27, 338–360. doi: doi:10.1016/j.esp.2008.02.003CrossRef Google Scholar

Romano, N. C., & Nunamaker, J. F. Jr. (2001). Meeting analysis: Findings from research and practice. Paper presented at the 34th Hawaii International Conference on System Sciences, Maui.CrossRef Google Scholar

Sagie, A., & Aycan, Z. (2003). A cross-cultural analysis of participative decision-making in organizations. Human Relations, 56, 453–473. doi:10.1177/0018726703056004003CrossRef Google Scholar

Schwartzman, H. B. (1986). The meeting as a neglected social form in organizational studies. Research in Organizational Behavior, 8, 233–258.Google Scholar

Scott, C. W., Shanock, L. R., & Rogelberg, S. G. (2012). Meetings at work: Advancing the theory and practice of meetings. Small Group Research, 43, 127–129. doi:10.1177/1046496411429023CrossRef Google Scholar

Spector, P. E., Allen, T. D., Poelmans, S. A., Lapierre, L. M., Cooper, C. L, O'Driscoll, M.,…Widerszal-Bazyl, M. (2007). Cross-national differences in relationships of work demands, job satisfaction, and turnover intentions with work–family conflict. Personnel Psychology, 60, 805–835. doi:10.1111/j.1744–6570.2007.00092.xCrossRef Google Scholar

Tobia, P. M., & Becker, M. C. (1990). Making the most of meeting time. Training and Development Journal, 44, 34–40.Google Scholar

Van Vree, W. (1999). Meetings, manners, and civilization: The development of modern meeting behavior. London, UK: Leicester University Press.Google Scholar

Van Vree, W. (2002). The development of meeting behaviour in modern organizations and the rise of an upper class of professional chairpersons. In van Iterson, A. (Ed.), The civilized organization: Norbert Elias and the future of organization studies (Vol. 10, pp. 13–24). Amsterdam, The Netherlands: John Benjamins.CrossRef Google Scholar

Warner-Søderholm, G. (2013). Beyond a literature review of Hall's context dimension: Scale development, validation and empirical findings within a Norwegian study. International Journal of Business & Management, 8, 27–40. doi:10.5539/ijbm.v8n10p27CrossRef Google Scholar

Warr, P. (1990). The measurement of well-being and other aspects of mental health. Journal of Occupational Psychology, 63(3), 193–210. doi: 10.1111/j.2044-8325.1990.tb00521.xCrossRef Google Scholar

Weiss, H. M., & Cropanzano, R. (1996). Affective events theory: A theoretical discussion of the structure, causes and consequences of affective experiences at work. In Staw, B. M. & Cummings, L. L. (Eds.), Research in organizational behavior: An annual series of analytical essays and critical reviews (Vol. 18, pp. 1–74). New York, NY: Elsevier .Google Scholar

Williams, C., & Eerde, W. van. (2011). A time-use perspective on entrepreneurial initiatives in the multinational corporation. Paper presented at the Academy of Management Meeting, August 8–11, San Antonio, TX.Google Scholar

References

Aldrich, H., & Fiol, C. (1994). Fools rush in? The institution context of industry creation. Academy of Management Review, 19, 645–670. doi:10.5465/AMR.1994.9412190214CrossRef Google Scholar

Allen, J. A. & Hansen, J. (2011, July). Meeting orientation: Conceptualization, antecedents, and outcomes. Paper presented at the INGroup Conference, Minneapolis, MN.Google Scholar

Allen, J., Rogelberg, S., & Scott, J. (2008). Mind your meetings. Quality Progress, 41, 48–52.Google Scholar

Amason, A. C., & Sapienza, H. J. (1997). The effects of top management team size and interaction norms on cognitive and affective conflict. Journal of Management, 23, 495–516. doi: 10.1016/S0149–2063(97)90045–3CrossRef Google Scholar

Andersson, U., Forsgren, M., & Holm, U. (2002). The strategic impact of external networks: Subsidiary performance and competence development in the multinational corporation. Strategic Management Journal, 23, 979–996. doi: 10.1002/smj.267CrossRef Google Scholar

Argote, L. & Ingram, P. (2000). Knowledge transfer: A basis for competitive advantage in firms. Organizational Behavior and Human Decision Processes, 82, 150–169. doi: 10.1006/obhd.2000.2893CrossRef Google Scholar

Arrow, K. (1970). The organization of economic activity: Issues pertinent to the choice of markets versus non-market allocation. Public Expenditures and Policy Analysis, 59–73.Google Scholar

Bakker, A. B., & Schaufeli, W. B. (2008). Positive organizational behavior: Engaged employees in flourishing organizations. Journal of Organizational Behavior, 29, 147–154. doi: 10.1002/job.515 (1970)CrossRef Google Scholar

Balcetis, E., Dunning, D., & Miller, R. L. (2008). Do collectivists know themselves better than individualists? Cross-cultural studies of the holier than thou phenomenon. Journal of Personality and Social Psychology, 95, 1252–1267. doi: 10.1037/a0013195CrossRef Google Scholar PubMed

Ballard, D., & Gomez, F. (2006). Time to meet: Meetings as sites of organizational memory. In Parker, J., Crawford, M., & Harris, P. (Eds.), Study of time XII: Time and memory (pp. 301–312). Boston, MA: Brill.Google Scholar

Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99–120. doi: 10.1177/014920639101700108CrossRef Google Scholar

Barney, J. (2001). Is the resource-based “view” a useful perspective for strategic management? Yes. Academy of Management Review, 26, 41–56. doi: 10.5465/AMR.2001.4011938Google Scholar

Bell, R., Walker, H. A., & Willer, D. (2000). Power, influence, and legitimacy in organizations: Implications of three theoretical research programs. Research in the Sociology of Organizations, 17, 131–177. doi: 10.1016/S0733–558X(00)17005–3CrossRef Google Scholar

Benner, M., & Tushman, M. 2002. Process management and technological innovation: A longitudinal study of the photography and paint industries. Administrative Science Quarterly, 47, 676–706. doi: 10.2307/3094913CrossRef Google Scholar

Benner, M. J., & Tushman, M. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review, 28, 238–256. doi:10.5465/AMR.2003.9416096CrossRef Google Scholar

Bettenhausen, K. L. (1991). Five years of group research: What we have learned and what needs to be addressed. Journal of Management, 17, 345–381. doi: 10.1177/014920639101700205CrossRef Google Scholar

Besser, T. L. (1996). Team Toyota: Transplanting the Toyota culture to the Camry plant in Kentucky. Albany, NY: State Universityof New York Press.Google Scholar

Boje, D. (1991). The storytelling organization: A study of storytelling performance in an office supply firm. Administrative Science Quarterly, 36, 106–126. doi: 10.2307/2393432CrossRef Google Scholar

Boland, R. J., Singh, J., Salipante, P., Aram, J. D., & Fay, S. Y. (2001). Knowledge representations and knowledge transfer. Academy of Management Journal, 44, 393–417. doi: 10.2307/3069463CrossRef Google Scholar

Brinkerhoff, M. B. (1972). Hierarchical status, contingencies, and the administrative staff conference. Administrative Science Quarterly, 17, 395–407. doi: 10.1109/EMR.1975.4306421CrossRef Google Scholar

Clark, T. (1998). Teaching students to enhance the ecology of small group meetings. Business Communication Quarterly, 61, 40–52. doi: 10.1177/108056999806100406CrossRef Google Scholar

Cornes, R., & Sandler, T. (1986). The theory of externalities, public goods, and club goods (2nd ed.). Cambridge, UK: Cambridge University Press.Google Scholar

Cotton, J. L., Vollrath, D. A., Froggatt, K. L., Lengnick-Hall, M. L., & Jennings, K. R. (1988). Employee participation: Diverse forms and different outcomes. Academy of Management Review, 13, 8–22. doi: 10.2307/258351CrossRef Google Scholar

Drucker, P. F. (1967). The effective executive. Burlington, MA: Elsevier.Google Scholar

Drucker, P. F., Garvin, D., Leonard, D., Straus, S., & Brown, J. S. (1998). Harvard Business Review on knowledge management. Boston, MA: Harvard Business School Press.Google Scholar

Dubrovsky, V. J., Kiesler, S., & Sethna, B. N. (1999). The equalization phenomenon: Status effects in computer-mediated and face-to-face decision-making groups. Human-Computer Interaction, 6, 119–146. doi: 10.1207/s15327051hci0602_2CrossRef Google Scholar

Economides, N. (1996). The economics of networks. International Journal of Industrial Organization, 14, 673–699. doi: 10.2139/ssrn.1719CrossRef Google Scholar

Gargiulo, T. L. (2006). Power of stories. Journal for Quality and Participation, 29, 4–8.Google Scholar

Grant, R. M. (1991). The resource-based theory of competitive advantage. California Management Review, 33, 114–135. doi: 10.2307/41166664CrossRef Google Scholar

Hansen, J. M., McDonald, R. E., & Mitchell, R. K. (2013). Resource specialization, causal ambiguity, competitiveness, and the creation and decay of competences: The role of marketing strategy in new product performance and shareholder value. Journal of the Academy of Marketing Science, 41, 300–319. doi: 10.1007/s11747–012–0316–3CrossRef Google Scholar

Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87, 268–279. doi: 10.1037/0021–9010.87.2.268CrossRef Google Scholar PubMed

Hatch, M. J., & Schultz, M. (2003). Bringing the corporation into corporate branding. European Journal of Marketing, 37, 1041–1064. doi: 10.1108/03090560310477654CrossRef Google Scholar

Horan, A. P. (2002). An effective workplace stress management intervention: Chicken Soup for the Soul at work employee groups. Work, 18, 3–13.Google Scholar PubMed

Hofstede, G. (1984). The cultural relativity of the quality of life concept. Academy of Management Review, 9, 389–398. doi: 10.5465/AMR.1984.4279653CrossRef Google Scholar

Hunt, S. D., & Morgan, R. M. (1996). The resource-advantage theory of competition: Dynamics, path dependencies, and evolutionary dimensions. Journal of Marketing, 60, 107–114. doi: 10.2307/1251905CrossRef Google Scholar

Hybels, R. C. (1995). On legitimacy, legitimation, and organizations: A critical review and integrative theoretical model [Special issue]. Academy of Management Journal, 241–245. doi: 10.5465/AMBPP.1995.17536509Google Scholar

Jeston, J., & Nelis, J. (2014). Business process management: Practical guidelines to successful implementations. New York, NY: Routledge.CrossRef Google Scholar

Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692–724. doi: 10.2307/256287CrossRef Google Scholar

Kahn, U. (2010). BBC ‘meeting culture’ stopping people doing jobs, says boss. The Telegraph. Retrieved from http://www.telegraph.co.uk/culture/tvandradio/bbc/7541479/BBC-meeting-culture-stopping-people-doing-jobs-says-boss.html Google Scholar

Katz, M. L., & Shapiro, C. (1985). Network externalities, competition, and compatibility. American Economic Review, 75, 424–440.Google Scholar

Katz, M. L., & Shapiro, C. (1986). Technology adoption in the presence of network externalities. Journal of Political Economy, 94(4), 822–841. doi: 10.1086/261409CrossRef Google Scholar

Kruger, J., & Dunning, D. (1999). Unskilled and unaware of it: How difficulties in recognizing one's own competence lead to inflated self assessments. Journal of Personality and Social Psychology, 77, 1121–1134. doi: 10.1037/0022–3514.82.2.189CrossRef Google Scholar PubMed

Lam, S. S. K., Chen, X., & Schaubroeck, J. (2002). Participative decision making and employee performance in different cultures: The moderating effects of allocentrism/idiocentrism and efficacy. Academy of Management Journal, 45, 905–914. doi: 10.2307/3069321CrossRef Google Scholar

Larson, G. S., & Pepper, G. L. (2003). Strategies for managing multiple organizational identifications: A case of competing identities. Management Communication Quarterly, 16, 528–557. doi: 10.1177/0893318903251626CrossRef Google Scholar

Leavy, B. (1996). On studying leadership in the strategy field. Leadership Quarterly, 7, 435–454. doi: 10.1016/S1048–9843(96)90001–6CrossRef Google Scholar

Lounsbury, M., & Glynn, M. A. (2001). Cultural entrepreneurship: Stories, legitimacy, and the acquisition of resources. Strategic Management Journal, 22, 545–564. doi: 10.1002/smj.188CrossRef Google Scholar

Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology: Perspectives on Science and Practice, 1, 3–30. doi: 10.1111/j.1754–9434.2007.0002.xCrossRef Google Scholar

March, J. G., & Sutton, R. I. (1997). Organizational performance as a dependent variable. Organization Science, 8, 698–706. doi: 10.1287/orsc.8.6.698CrossRef Google Scholar

Martens, M. L., Jennings, J. E., & Jennings, P.D. (2007). Do the stories they tell get them the money they need? The role of entrepreneurial narratives in resource acquisition. Academy of Management Journal, 50, 1107–1132. doi: 10.5465/AMJ.2007.27169488CrossRef Google Scholar

McComas, K. A. (2003). Citizen satisfaction with public meetings used for risk communication. Journal of Applied Communication Research, 31, 164–184. doi: 10.1080/0090988032000064605CrossRef Google Scholar

McComas, K. A., Tuit, L. S., Waks, L., & Sherman, L. A. (2007). Predicting satisfaction and outcome acceptance with advisory committee meetings: The role of procedural justice. Journal of Applied Social Psychology, 37, 905–927. doi: 10.1111/j.1559–1816.2007.00192.xCrossRef Google Scholar

MCI Inc. (1998). Meetings in America: A study of trends, costs and attitudes toward business travel, teleconferencing and their impact on productivity. Retrieved from http://e-meetings.verizonbusiness.com/global/en/meetingsinamerica/uswhitepaper.php.Google Scholar

Neilsen, E. H., & Hayagreeva Rao, M. V. (1987). The strategy-legitimacy nexus: A thick description. Academy of Management Review, 12, 523–533. doi: 10.2307/258518CrossRef Google Scholar

Newlund, D. (2012). Make your meetings worth everyone's time. USA today. Retrieved June 12, 2013, from http://www.usatoday.com/USCP/PNI/Business/2012-06-20-PNI0620biz-career-getting-aheadPNIBrd_ST_U.htm Google Scholar

Nohria, N. (1996). From the M form to the N form. Working paper. Cambridge, MA: Harvard Business School.Google Scholar

Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company. New York, NY: Oxford University Press.CrossRef Google Scholar

O'Driscoll, A., Carson, D., & Gilmore, A. (2000). Developing marketing competence and managing in networks: A strategic perspective. Journal of Strategic Marketing, 8, 183–196. doi: 10.1080/096525400346240CrossRef Google Scholar

Pandey, J., & Singh, P. (2001). Effects of Machiavellianism, other-enhancement, and power-position on affect, power feeling, and evaluation of the ingratiator. Journal of Psychology, 121, 287–300. doi: 10.1080/00223980.1987.9712669CrossRef Google Scholar

Paulus, P. B., & Huei-Chuan, Y. (2000). Idea generation in groups: A basis for creativity in organizations. Organizational Behavior and Human Decision Processes, 82, 76–87. Doi: 10.1080/00223980.1987.9712669CrossRef Google Scholar

Penrose, E. (1959). The theory of the growth of the firm. New York, NY: WileyGoogle Scholar

Perrow, C. (1986). Complex organizations. New York, NY: McGraw-Hill.Google Scholar

Pfeffer, J. (1997). New directions for organization theory problems and prospects. New York, NY: Oxford University Press.CrossRef Google Scholar

Reinig, B. A., & Shin, B. (2002). The dynamic effects of group support systems on group meetings. Journal of Management Information Systems, 19, 303–325.CrossRef Google Scholar

Rindova, V. P., & Kotha, S. (2001). Continuous “morphing”: Competing through dynamic capabilities, form, and function. Academy of Management Journal, 44, 1263–1280. doi: 10.2307/3069400CrossRef Google Scholar

Rogelberg, S. G., Leach, D. J., Warr, P. B., & Burnfield, J. L. (2006). “Not another meeting!” Are meeting time demands related to employee well-being? Journal of Applied Psychology, 91, 86–96. doi: 10.1037/0021–9010.91.1.83CrossRef Google Scholar PubMed

Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21, 600–619. doi: 10.1108/02683940610690169CrossRef Google Scholar

Schwartzman, H. B. (1986). The meeting as a neglected social form in organizational studies. Research in Organizational Behavior, 8, 233–258.Google Scholar

Schwartzman, H. B. (1989). The meeting: Gatherings in organizations and communities. New York, NY: Plenum.CrossRef Google Scholar

Scott, C. R. (2007). Communication and social identity theory: Existing and potential connections in organizational identification research. Communication Studies, 58, 123–138. doi: 10.1080/10510970701341063CrossRef Google Scholar

Scott, S. G., & Lane, V. R. (2000). A stakeholder approach to organizational identity. Academy of Management Review, 25, 43–62. doi: 10.2307/259262CrossRef Google Scholar

Scott, W. R. (2003). Organizations: Rational, natural, and open systems. Upper Saddle River, NJ: Prentice-Hall.Google Scholar

Singh, J. V. (1986). Performance, slack, and risk taking in organizational decision making. Academy of Management Journal, 29, 562–585. doi: 10.2307/256224CrossRef Google Scholar

Suchman, M. C. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Journal, 20, 571–610. doi: 10.2307/258788Google Scholar

Swap, W., Leonard, D., Shields, M., & Abrams, L. (2001). Using mentoring and storytelling to transfer knowledge in the workplace. Journal of Management Information Systems, 18, 95–114. doi: 10.1093/0195165128.003.0012CrossRef Google Scholar

Teece, D. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319–50. doi: 10.1002/smj.640CrossRef Google Scholar

Teece, D., & Pisano, G. (1994). The dynamic capabilities of firms: An introduction. Industrial and Corporate Change, 3, 537–56. doi: 10.1093/icc/3.3.537-aCrossRef Google Scholar

Teece, D., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18, 509–533. doi: 10.1002/(SICI)1097–0266(199708)18:7%3C509::AID-SMJ882%3E3.0.CO;2-Z3.0.CO;2-Z>CrossRef Google Scholar

Ten Velden, F. S., Beersma, B., & Dreu, C. K. W. (2007). Majority and minority influence in group negotiations: The moderating effects of social motivation and decision rules. Journal of Applied Psychology, 92, 259–268. doi: 10.1037/0021–9010.92.1.259CrossRef Google Scholar PubMed

Towers-Perrin, . (2003). Working today: Understanding what drives employee engagement. New York: Towers Perrin HR Services.Google Scholar

Triandis, H. C. (1989). The self and social behavior in differing cultural contexts. Psychological Review, 96, 506–520. doi: 10.1037/0033–295X.96.3.506CrossRef Google Scholar

Tufano, P. (1996). Who manages risk? An empirical examination of risk management practices in the gold mining industry. Journal of Finance, 51, 1097–1137. doi: 10.2307/2329389CrossRef Google Scholar

Vance, R. (2006). Employee engagement and commitment. Alexandria, VA: SHRM Foundation.Google Scholar

Van Vree, W. (1999). Meetings, manners, and civilization: The development of modern meeting behaviour. London, UK: Leicester University Press.Google Scholar

Wang, L., Bishop, J. W., Chen, X., & Scott, K. D. (2002). Collectivist orientation as a predictor of affective organizational commitment: A study conducted in China. International Journal of Organizational Analysis, 10, 226–239. doi: 10.1108/eb028951CrossRef Google Scholar

Weber, M. (1968). Economy and society. New York, NY: Bedminster.Google Scholar

Weick, K. E. (2001). Making sense of the organization. Malden, MA: Blackwell.Google Scholar

Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5, 171–180. doi: 10.1002/smj.4250050207CrossRef Google Scholar

Williamson, Oliver E. (1985). The economic institutions of capitalism. New York, NY: Free Press.Google Scholar

References

Balogun, J., & Johnson, G. (2005). From intended strategies to unintended outcomes: The impact of change recipient sensemaking. Organization Studies, 26, 1573–1601. doi: 10.1177/0170840605054624CrossRef Google Scholar

Boden, D. (1994). The business of talk. Cambridge, UK: Polity Press.Google Scholar

Boden, D. (1997). Temporal frames: Time and talk in organizations. Time & Society, 6, 5–33. doi: 10.1177/0961463×97006001001CrossRef Google Scholar

Bourdieu, P. (1990). The logic of practice. Cambridge, UK: Polity Press.CrossRef Google Scholar

Checkland, P., & Scholes, J. (1999). Soft systems methodology in action. Chichester, UK: Wiley.Google Scholar

Cooren, F. (2004). The communicative achievement of collective minding: Analysis of board meeting excerpts. Management Communication Quarterly, 17, 517–551. doi: 10.1177/0893318903262242CrossRef Google Scholar

Cooren, F. (2012). Communication theory at the center: Ventriloquism and the communicative constitution of reality. Journal of Communication, 62, 1–20. doi: 10.1111/j.1460–2466.2011.01622.xCrossRef Google Scholar

Cooren, F., Kuhn, T., Cornelissen, J. P., & Clark, T. (2011). Communication, organizing and organization: An overview and introduction to the special issue. Organization Studies, 32, 1149–1170. doi: 10.1177/0170840611410836CrossRef Google Scholar

Cooren, F., Matte, F., Taylor, J., & Vasquez, C. (2007). A humanitarian organization in action – Organizational discourse as an immutable mobile. Discourse and Communication, 1, 153–190. doi: 10.1177/1750481307075996CrossRef Google Scholar

Dittrich, K., Guerard, S., & Seidl, D. N. (2011). Meetings in the strategy process – toward an integrative framework. Paper presented at the annual meeting of the Academy of Management, San Antonio, TX.Google Scholar

Duffy, M., & O'Rourke, B. K. (2012a). Building a systems view of strategic discourse across organizational meetings. Paper presented at the 10th International Conference Discourse and Organization: Practices, Processes, Performance, July 18–20, Amsterdam, The Netherlands.Google Scholar

Duffy, M., & O'Rourke, B. K. (2012b). Strategic discourse across organizational meetings – towards a systems perspective. Paper presented at the Fourth International Symposium on Process Organization Studies, June 21–23, Kos, Greece.Google Scholar

Duffy, M., & O'Rourke, B. K. (2013). Systemic contribution of organizational meetings to enhanced collective mind[ing]. Paper presented at the 29th EGOS Colloquium: Bridging Continents, Cultures and Worldviews, July 4–6, Montreal, Canada.Google Scholar

Giddens, A. (1984). The constitution of society. Cambridge, UK: Polity Press.Google Scholar

Gioia, D. A., & Chittipeddi, K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12, 433–448. doi: 10.1002/smj.4250120604CrossRef Google Scholar

Gioia, D. A., & Thomas, J. B. (1996). Identity, image, and issue interpretation: Sensemaking during strategic change in academia. Administrative Science Quarterly, 41, 370–403. doi: 10.2307/2393936CrossRef Google Scholar

Hernes, T. (2014). A process theory of organization. Oxford, UK: Oxford University Press.CrossRef Google Scholar

Langley, A. (2009). Studying processes in and around organizations. In Buchanan, D. A. & Byram, A. (Eds.), The Sage handbook of organizational research methods (pp. 409–429). London, UK: Sage.Google Scholar

Langley, A., & Tsoukas, H. (2010). Introducing “Perspectives on process organization studies.” In Hernes, T. & Maitlis, S. (Eds.), Process, sensemaking and organizing (Vol. 1, pp. 1–21). Oxford, UK: Oxford University Press.Google Scholar

Latour, B. (2005). Reassembling the social – an introduction to actor-network-theory. New York, NY: Oxford University Press.CrossRef Google Scholar

Maitlis, S. (2005). The social processes of organizational sensemaking. Academy of Management Journal, 48, 21–49. doi: 10.5465/amj.2005.15993111CrossRef Google Scholar

Maitlis, S., & Lawrence, T. B. (2007). Triggers and enablers of sensegiving in organizations. Academy of Management Journal, 50, 57–84. doi: 10.5465/amj.2007.24160971CrossRef Google Scholar

McPhee, R. D., & Zaug, P. (2000). The communicative constitution of organizations – a framework for explanation. Electronic Journal of Communication, 10. doi: 10.1177/0893318909351582Google Scholar

McPhee, R. D., & Zaug, P. (2009). The communicative constitution of organizations – a framework for explanation. In Putnam, L. L. & Nicotera, A. M. (Eds.), Building theories of organization: The constitutive role of communication (pp. 1–19). New York, NY: Routledge.Google Scholar

Meadows, D. H. (Ed.). (2009). Thinking in systems. London, UK: Earthscan.Google Scholar

Pettigrew, A. M. (1997). What is a processual analysis? Scandinavian Journal of Management, 13, 337–348. doi: 10.1016/s0956–5221(97)00020–1CrossRef Google Scholar

Rouleau, L., & Balogun, J. (2011). Middle managers, strategic sensemaking, and discursive competence. Journal of Management Studies, 48(7), 953–983. doi: 10.1111/j.1467–6486.2010.00941.xCrossRef Google Scholar

Schoeneborn, D. (2011). Organization as communication: A Luhmannian perspective. Management Communication Quarterly, 25, 663–689. doi: 10.1177/0893318911405622CrossRef Google Scholar

Schwartzman, H. B. (1986). The meeting as a neglected social form in organizational studies. Research in Organizational Behavior, 8, 233.Google Scholar

Schwartzman, H. B. (1989). The meeting. New York, NY: Plenum.CrossRef Google Scholar

Scott, C. W., Shanock, L. R., & Rogelberg, S. G. (2011). Meetings at work: Advancing the theory and practice of meetings. Small Group Research, 43, 127–129. doi: 10.1177/1046496411429023CrossRef Google Scholar

Taylor, J. R., & Van Every, E. J. (2000). The emergent organization: Communications as its site and surface. Mahwah, NJ: Erlbaum.Google Scholar

Tsoukas, H. (1996). The firm as a distributed knowledge system: A constructionist approach. Strategic Management Journal, 17, 11–25. doi: 10.1002/smj.4250171104CrossRef Google Scholar

von Bertalanffy, L. (1969). General system theory (Rev. ed.). New York, NY: George Braziller.Google Scholar

Weick, K. (1979). The social psychology of organizing (2nd ed.). New York, NY: Random House.Google Scholar

Weick, K. (1988). Enacted sensemaking in crisis situations. Journal of Management Studies, 25, 305–317. doi: 10.1111/j.1467–6486.1988.tb00039.xCrossRef Google Scholar

Weick, K. (1990). The vulnerable system: An analysis of the Tenerife air disaster. Journal of Management, 16, 571. doi: 10.1177/014920639001600304CrossRef Google Scholar

Weick, K. (1993). The collapse of sensemaking in organizations: The Mann Gulch disaster. Administrative Science Quarterly, 38, 628–652. doi: 10.2307/2393339CrossRef Google Scholar

Weick, K. (1995). Sensemaking in organizations. London, UK: Sage.Google Scholar

Weick, K. (2001). Making sense of the organization, Vol. 1. Oxford, UK: Blackwell.Google Scholar

Weick, K., & Roberts, K. (1993). Collective mind in organizations: Heedful interrelating on flight decks. Administrative Science Quarterly, 38, 357–381. doi:10.2307/2393372CrossRef Google Scholar

Weick, K., & Sutcliffe, K. (2009). Hospitals as cultures of entrapment: A re-analysis of the Bristol Royal Infirmary. In Weick, K. E. (Ed.), Making sense of the organization – the impermanent organization (Vol. 2, pp. 175–188). Chichester, UK: Wiley.Google Scholar

Weick, K., Sutcliffe, K., & Obstfeld, D. (1999). Organizing for high reliability: Processes of collective mindfulness. In Sutton, R. I. & Staw, B. M. (Eds.), Research in organizational behavior (Vol. 1, pp. 81–123). Stamford, CT: JAI.Google Scholar

Weick, K., Sutcliffe, K., & Obstfeld, D. (2005). Organizing and the process of sensemaking. Organization Science, 16, 409–421. doi: 10.1287/orsc.1050.0133CrossRef Google Scholar

Book contents

Part II - Premeeting Activities and Context

Summary

Access options

References

References

References

References

References

References

References

References

References

Save book to Kindle

Save book to Dropbox

Save book to Google Drive