All papers

This paper belongs to of the Gothenburg Meeting Science Symposium

Gunnar Wahlström, University of Gothenburg (Gothenburg Research Institute)

Abstract 
Recent financial crises has emphasized Enterprise Risk Management (ERM) in banks. ERM is manifested by risk measurement, in mandatory regulation for banks, as in the near future Basel III, to be fully implemented in 2019. Risk measurement is in line with the idea of centralization as data and models are developed at headquarter making use of risk measurement to contradict the idea of decentralization. This article concentrates on the actual use of the regulation inside a decentralized bank by answer the question: What problems might a bank experience in their usage of Basel III? (…) Read more

This paper belongs to of the Gothenburg Meeting Science Symposium

Malin Åkerström, Lund university (Dept. of Sociology)

Abstract 
Formal meetings are evens that are a peculiar mixture of sense and nonsense, of drama and dullness. For managers meetings may be an arena “where the action is”: situations to display competence and moral character. However, people may feel less involved, and meetings may be experienced as nonsense, as meaningless and worthless. A recurring theme in various studies is complaints about meetings, particularly regarding their frequency, their emptiness, and the forced attendance, taking time from what the employees consider their core tasks. In this paper I discuss how one may capture such experiences: in interviews by retold experiences or stories, in field observations by noticing side-talk, by side-involvement such as meeting scribbles or by using of smart phones or laptops during meetings, and in post-mortem accounts. (…) Read more

This paper belongs to of the Gothenburg Meeting Science Symposium

Martin Duffy, Dublin Institute of Technology (College of Business)
Brendan O’Rourke, Dublin Institute of Technology (College of Business)

Abstract 
Responding to Schwartzman’s (2015) call for a move away from the individual-centeredness of research on organizational meetings, this paper focuses on meetings collectively rather than as individual events (Duffy, 2016). Thus the study examines meetings collectively as an organizational phenomenon, rather than meetings as discrete objects across multiple organizations. The paper reflects on a bi-focal analysis of discourse data recorded in a longitudinal study of meetings in one organization. Initially grounded in a systemic process perspective (Duffy & O’Rourke, 2012, 2013) the data were analysed through a sensemaking lens (Weick, 1995), providing a ‘zoomed out’ perspective (Nicolini, 2009) on the agency of meetings collectively. (…) Read more

This paper belongs to of the Gothenburg Meeting Science Symposium

Brian Due, University of Copenhagen (Department of Nordic Studies and Linguistics)

Abstract 
Good relations and effective communication patterns are crucial for high performance teams (Salas, Goodwin, & Burke, 2008). Much of this is accomplished at meetings in and through the detailed and sequential organization of actions in micro ecologies (Asmuß & Svennevig, 2009). The successful and unsuccessful interactions around meeting activity types like e.g. deciding, informing, and ideating are grounded in details in the situated multimodal encounters. In order to “fix” interactional issues, we have been working on developing a video-based interaction improvement method (Due & Lange, 2015; Due, Lange, & Trærup, forth.). (…) Read more

This paper belongs to of the Gothenburg Meeting Science Symposium

John Kello, Davidson College (Psychology)

Abstract 
The rapidly growing area of meetings research often acknowledges that meetings may serve a wide range of purposes, and that “no two meetings are alike”. Yet the research commonly focuses on a meeting-relevant topic (e.g., leader-behavior, temporal issues, surface acting among participants) with the implicit assumption that it is meaningful to talk about “meetings in general”, as a single, unified type of event.
In reality, a week in the life of a typical employee in a typical organization might yield a range of very different experiences which do indeed have important common denominators (a group of attendees, a designated leader, the expectation (at least the hope) that meaningful action will follow the meeting, to name a few), but which differ substantially in other ways. (…) Read more

This paper belongs to of the Gothenburg Meeting Science Symposium

Frank Nullmeier, University of Bremen (SOCIUM Research Center on Inequality and Social Policy)
Tanja Pritzlaff-Scheele, University of Bremen (SOCIUM)

Abstract 
In political science, collective decision-making is identified as the core objective of politics. Moreover, the face-to-face meeting is identified as the key element when it comes to processes of political decision-making. Therefore, data collection in studies on decision-making processes often focuses on data from actual political meetings, especially on audio-visual material. However, apart from the difficulties of getting access to these meetings and a permit to videotape them, there are other downsides to the use of video data from real political meetings: Often times, the quality of the data suffers from the fact that too many things are going on in a room at once. (…) Read more

This paper belongs to of the Gothenburg Meeting Science Symposium

Pierre Wettergren, CCGEurope (Chalmers Industrial Technology)

Abstract 
This case study is based on a risk assessment work conducted in a Swedish governmental organisation. This organisation had at the time 5’500 employees and a yearly revenue of 25 billion Swedish kronor. The risk assessment was performed by Clever Collaboration Group, experts in virtually supported work flows mainly using GDSS. In this Study a comparison was made by the traditional way of working with the possibilities that virtually supported workshops and work flows ads.
Our findings show that the total calendar time from initiation to delivered and approved Risk Assessment Report changed from 95 days to 32 days (time), the quality improved from 40% accuracy and completeness to 97% (Quality), and the total cost including travels and cost of staff and consultants decreased from €175´000 to €31’000 (Economy of Effort). (…) Read more