All papers

This paper belongs to of the Gothenburg Meeting Science Symposium

Tania Weinfurtner, University of Zurich (Department of Business Administration)

Abstract 
In this study, we examine how strategizing takes place across different types of meetings. Based on a one-year ethnographic field study of a strategy development process in a division of a large telecommunications company, we found that strategists used different types of meetings for different purposes and in different stages of strategy development. We show that these types of meetings serve complementary functions (such as generation of ideas, integration of perspectives, integration with the larger organization, legitimation) that are all necessary for strategy development. (…) Read more

This paper belongs to of the Gothenburg Meeting Science Symposium

Birte Asmuß, Aarhus University (Management)
Sae Oshima

Abstract 
Authors: Birte Asmuß, Aarhus University, asmuss@mgmt.au.dk
Sae Oshima, Aarhus University, oshima@mgmt.au.dk

Meetings are places, where identity negotiation is a central activity and where members’ local practices recurrently inform and are informed by larger categories (Antaki and Widdicombe 1998). Correspondingly, the approach to understanding organization (macro) by way of identity work (micro) has become prominent (e.g. Fasulo and Zucchermaglio 2002, Alvesson, Lee Ashcraft et al. 2008, Vöge 2010). The current paper aims to further uncover this mechanism by looking at an organizational lunchroom meeting. (…) Read more

This paper belongs to of the Gothenburg Meeting Science Symposium

Willem Standaert, Vlerick Business School & Ghent University (Marketing & Sales)

Abstract 
(not available here) (…) Read more

This paper belongs to of the Gothenburg Meeting Science Symposium

Tuire Oittinen, University of Jyväskylä (Department of language and communication studies)

Abstract 
International business meetings today include the frequent use of modern technologies to enable collaboration between distributed workgroups. Participation in technology-mediated (i.e. distant) meetings involves the management of three interactional spaces: i.e. official meeting space, local space and other (virtual) spaces (Wasson, 2006). This raises a practical problem of how to create and sustain shared orientation to the tasks at hand and specific meeting items (e.g. openings, closings, topic-transitions). In face-to-face meetings embodied resources, like the gaze and gesture, along with material objects are frequently used to secure participation and accomplish alignment with others (e.g. (…) Read more

This paper belongs to of the Gothenburg Meeting Science Symposium

Renita Thedvall, Stockholm University (Stockholm Centre for Organizational Research – Score)
Jen Sandler, University of Massachusetts Amherst (Anthropology)

Abstract 
This paper speaks to the importance of a comparative approach to the phenomenon of meetings as a whole. We argue that meetings are an extraordinarily useful category in research, and that they become particularly useful through a broad comparative analytical project. For the most part, meetings have interrogated as if they were provincial phenomena of one or another place or type of human organization. People have asked questions such as: how do meetings work in companies, and how could they be more efficient? (…) Read more

This paper belongs to of the Gothenburg Meeting Science Symposium

Simone Kauffeld, TU Braunschweig (Industrial/Organizational and Social Psychology)

Abstract 
Meetings are a prominent activity in organizations and are used for a variety of purposes such as sharing information and decision-making (e.g., Scott, Allen, Rogelberg, & Kello, 2015; Van Vree, 2011). However, team meetings often take a negative turn (e.g., Rogelberg, Leach, Warr, & Burnfield, 2006). In order to reach a better understanding of what constitutes a successful meeting, a growing amount of research has focused on the fine-grained processes that determine more or less functional interaction during meetings (e.g., Kauffeld & Lehmann-Willenbrock, 2012). (…) Read more

This paper belongs to of the Gothenburg Meeting Science Symposium

Julia Straube, Technische Universität Braunschweig (Industrial/Organizational and Social Psychology)

Abstract 
Communication is essential to team performance (Hewes & Poole, 2012). Especially in team meetings, team members need to communicate effectively to share and understand information and to fulfill a common task successfully (Kauffeld & Lehmann-Willenbrock, 2012). Demographic faultlines — hypothetical dividing lines that separate a group into more or less homogeneous subgroups (Lau & Murnighan, 1998; Meyer & Glenz, 2013) — can hinder information exchange between subgroups in teams, as team members tend to be more open to communication with their own subgroup (van Knippenberg, de Dreu, & Homann, 2004; Vora & Markóczy, 2012). (…) Read more

This paper belongs to of the Gothenburg Meeting Science Symposium

Lisa Handke, Technische Universität Braunschweig (Industrial/Organizational and Social Psychology)

Abstract 
Due to a lack of contextual cues and socio-emotional interactions, virtual teams depend on the development of swift trust (e.g., Brahm & Kunze, 2012; Jarvenpaa & Leidner, 1999). Swift trust, in turn, is based on individual expectations which are tested and proven through actions at early stages of team development (Meyerson, Weick, & Kramer, 1996). Furthermore, initial trust formation strongly relies on attribution processes. Central to attributions of trustworthiness is perceived ability (Mayer, Davis, & Schoorman, 1995). Competence, i.e. ability, is in turn often attributed to individuals displaying high dominance (Anderson & Kilduff, 2009). (…) Read more