Managing Meetings in Organizations

by Annika L. Meinecke, Joseph A. Allen, Nale Lehmann-Willenbrock

Overview

Groups and teams are the backbone of modern organizations and the driving force behind innovation. Employees come together to pool their efforts, join forces, develop creative ideas, and make decisions in one key social context: the workplace meeting. This volume presents novel perspectives and state-of-the art research insights into the management of meetings in the workplace. 


Managing Meetings in Organizations sheds light on key trends with regards to the changing nature of work and highlights how these trends map on to new challenges for managing effective meetings. The twelve chapters that compose this volume cover four overarching topics: conceptual foundations, the intersection of individual and team processes, diversity and gender, and leadership and strategy in and through meetings. The international team of contributors includes authors from industrial and organizational psychology, management, organizational behaviour, and evolutionary psychology. By establishing that meetings form a core interactional context for groups and teams in organizations, this book shows that finding ways to run effective meetings is more important than ever. 

Managing Meetings in Organizations appeals to researchers and academic scholars in industrial and organizational psychology, management, and organizational behaviour, as well as practitioners looking for evidence-based recommendations for managing workplace meetings.

Product Details

ISBN-13:	9781838672287
Publisher:	Emerald Publishing Limited
Publication date:	03/17/2020
Series:	Research on Managing Groups and Teams , #20
Pages:	296
Product dimensions:	5.08(w) x 9.02(h) x (d)

About the Author

Annika L. Meinecke is a Postdoctoral Researcher at the Department of Industrial/Organizational Psychology at the University of Hamburg. Her research focuses on leader-follower dynamics, team processes, and interaction analysis. 

Joseph A. Allen is Professor of Industrial/Organizational Psychology at the University of Utah. His research interests include workplace meetings, volunteer management, and occupational health and safety. 

Nale Lehmann-Willenbrock is Professor of Industrial/Organizational Psychology at the University of Hamburg. Her research interests include workplace meetings, teamwork, and emergent social influence.

Table of Contents

Part I. Conceptual Foundations of Meeting Science 
Chapter 1. The Origins and Evolutionary Significance of Team Meetings in Organizations; Nale Lehmann-Willenbrock, Joseph A. Allen, and Mark van Vugt  
Chapter 2. The Staff Meeting… and Beyond…;John E. Kello and Joseph A. Allen 
Part II. The Intersection of Individual and Team Processes in Meetings  
Chapter 3. Are Meetings Really Just Another Stressor? The Relevance of Team Meetings for Individual Well-Being; Svea Lübstorf and Nale Lehmann-Willenbrock 
Chapter 4. Putting the "Group" in Group Meetings: Entitativity in Face-to-Face and Online Meetings; Anita L. Blanchard and Andrew McBride 
Chapter 5. Fostering Effective Debriefs: The Integral Role of Team Reflexivity; Roni Reiter-Palmon, Sal Leone, Vignesh Murugavel, Joseph A. Allen 
Part III. Diversity and Gender in Meetings 
Chapter 6. Social Influence in Meetings: A Gender Perspective; Clara S. Hemshorn de Sánchez and Annika L. Meinecke 
Chapter 7. Multilevel Antecedents of Negativity in Team Meetings: The Role of Job Attitudes and Gender; Fabiola H. Gerpott, Ming Ming Chiu, and Nale Lehmann-Willenbrock 
Chapter 8. Faultlines During Meeting Interactions: The Role of Intersubgroup Communication; Julia Straube and Simone Kauffeld 
Chapter 9. Intergenerational Learning in Age-Diverse Meetings: A Social Comparison Perspective; Fabiola H. Gerpott and Ulrike Fasbender 
Part IV. Leadership and Strategy in and Through Meetings 
Chapter 10. Formal Leadership in Workplace Meetings; Joseph E. Mroz, Emanuel Schreiner, and Joseph A. Allen 
Chapter 11. Meetings as a Facilitator of Multiteam System Functioning; Jordan G. Smith, Michelle L. Flynn, Marissa L. Shuffler, Dorothy R. Carter, and Amanda L. Thayer  
Chapter 12. Meetings as Organizational Strategy for Planned Emergence; Friederike Redlbacher