Managing Meetings in Organizations: (20 Research on Managing Groups and Teams)

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.

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

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.