Linking pre-meeting communication to meeting effectiveness

  title={Linking pre-meeting communication to meeting effectiveness},
  author={Joseph A. Allen and Nale Lehmann-Willenbrock and Nicole B Landowski},
  journal={Journal of Managerial Psychology},
Purpose – The purpose of this paper is to investigate the importance of communication that occurs just before workplace meetings (i.e. pre-meeting talk). The paper explores how four specific types of pre-meeting talk (small talk, work talk, meeting preparatory talk, and shop talk) impact participants’ experiences of meeting effectiveness. Moreover, the authors investigate the role of participants’ personality in the link between pre-meeting talk and perceived meeting effectiveness. Design… 
The Impact of Premeeting Talk on Group Performance
Interactions that occur prior to a meeting constitute premeeting talk (PMT). Of the different PMT types, research suggests that small talk PMT is especially meaningful. In this study, meeting
Putting the “Group” in Group Meetings: Entitativity in Face-to-Face and Online Meetings
Meetings are ubiquitous at work. Therefore, understanding what makes meetings effective (or not) is important. Entitativity (i.e., the “group-ness” of a meeting) may theoretically explain when some
Let's get this meeting started: Meeting lateness and actual meeting outcomes
Meeting lateness is pervasive and potentially highly consequential for individuals, groups, and organizations. In Study 1, we first examined base rates of lateness to meetings in an employee sample
Meeting Effectiveness and Inclusiveness in Remote Collaboration
A multivariate model of meeting effectiveness is derived and shown how it correlates with meeting inclusiveness, participation, and feeling comfortable to contribute and what the potential returns are and a method of measuring and understanding these metrics which are both practical and useful in a commercial CMC system is shown.
Meeting madness: counterproductive meeting behaviours and personality traits
When used effectively, workplace meetings serve as an invaluable opportunity for co-workers to achieve organisational objectives. However, meetings are often regarded as inefficient, unproductive,
Meetings as Persistent Conversations that use ICTs and Face-to-Face to Build Social Capital
It is demonstrated that meetings are not discrete events; rather they are a form of persistent conversation processes, involving combinations of ICTs and face-toface communication, which contribute to a meeting process-perspective and link to the development of bonding and bridging social capital.
A comparison of business meeting practices in Germany and Spain
This article in the journal Gruppe. Interaktion. Organisation. (GIO) presents a study on meetings, an important part of contemporary organizational life. What happens in meetings affects individual
Would You Please Stop That!?: The Relationship Between Counterproductive Meeting Behaviors, Employee Voice, and Trust
Purpose – Meetings are ubiquitous in organizational life and are a great source of frustration and annoyance to many employees in the workplace, in part due to counterproductive meeting behaviors
When the Boss Came to the Meeting . . .: Hierarchical Distance and Emotional Labor in Workplace Meetings
Meetings are a frequent occurrence in today’s work environment and yet they remain understudied empirically. This study focused on better understanding the relationship between hierarchical distance
Bridging social distance during social distancing: exploring social talk and remote collegiality in video conferencing
This paper examines social talk practices during the COVID-19 pandemic among remote colleagues through semi-structured interviews, finding the changing purposes and opportunities afforded by using video conferencing for social talk with colleagues and the challenges and changing conversational norms around politeness and etiquette.


Meeting Talk
This special issue of Journal of Business Communication focuses on an area of major interest at the workplace, namely meetings. In specific, the special issue investigates how meetings as complex
Perceived Meeting Effectiveness: The Role of Design Characteristics
PurposeThe aim of this investigation was to test hypotheses about meeting design characteristics (punctuality, chairperson, etc.) in relation to attendees’ perceptions of meeting
Premeeting Talk: An Organizationally Crucial Form of Talk
In this article, we analyze the premeeting talk that occurred in 6 meetings of a nutrition company's weekly staff meetings. We begin by describing the business organization, the specific meeting, and
Meetings Matter
This study follows the idea that the key to understanding team meeting effectiveness lies in uncovering the microlevel interaction processes throughout the meeting. Ninety-two regular team meetings
Impact of meeting procedures on meeting effectiveness
This study examined the relationships between meeting procedures and perceived meeting effectiveness. Sixty-seven subjects from a variety of organizations completed a questionnaire containing 20
"Not another meeting!" Are meeting time demands related to employee well-being?
As proposed, the relationship between meeting time demands and JAWB was moderated by task interdependence, meeting experience quality, and accomplishment striving, however, results were somewhat dependent on the time frame of a study and the operational definition used for meet time demands.
Employee satisfaction with meetings: A contemporary facet of job satisfaction
Given the ubiquity, time investment, and theoretical relevance of meetings to work attitudes, this study explored whether organizational science should consider employee satisfaction with meetings as
Meeting Design Characteristics and Att endee Perceptions of Staff/T eam Meeting Quality
It is suggested that effective meeting design warrants holistic attention to all meeting aspects, and previous research showing that agenda use, meeting punctuality, facility quality, and meeting facilitator status relate to meetingquality are validated.
Interacting and organizing : analyses of a management meeting
Contents: Preface. F. Cooren, General Introduction. Part I: Leadership and Speakership: Which Voice Matters? F. Cooren, Introduction. J.R. Taylor, D. Robichaud, Management as Meta-Conversation: The
Formulations and the facilitation of common agreement in meetings talk
Abstract Meetings are a place where shared understanding is paramount and must be done in an economical manner in line with the goals of most institutional interactions. Drawing from classic work in