Skip to main content Accessibility help

We use cookies to distinguish you from other users and to provide you with a better experience on our websites. Close this message to accept cookies or find out how to manage your cookie settings.

Close cookie message
×
Hostname: page-component-7479d7b7d-fwgfc Total loading time: 0 Render date: 2024-07-08T11:48:11.088Z Has data issue: false hasContentIssue false

10 - An Organizational Meeting Orientation

The Construct, Scales, and Research Propositions

from Macro Meeting Context

Published online by Cambridge University Press:  05 August 2015

By
Jared Hansen  and
Joseph A. Allen
Edited by
Joseph A. Allen ,
Nale Lehmann-Willenbrock  and
Steven G. Rogelberg
Joseph A. Allen
Affiliation:
University of Nebraska, Omaha
Nale Lehmann-Willenbrock
Affiliation:
Vrije Universiteit, Amsterdam
Steven G. Rogelberg
Affiliation:
University of North Carolina, Charlotte
Get access

Summary

Abstract

In this chapter we help researchers and practitioners understand what might lead to or be an outcome of an organizational meeting orientation. We use the term “meeting orientation” to refer to the focus on policies, procedures, and practices that promote, emphasize, or result in meetings. The chapter includes a discussion and examination of when a meeting orientation might be beneficial and when it may be counterproductive. We present an analysis of survey scale items that researchers can use to measure the presence of an organizational meeting orientation. Additionally, we describe several important and timely potential research topics from several fields of organizational study.

Type
Chapter
Information
The Cambridge Handbook of Meeting Science , pp. 203 - 222
Publisher: Cambridge University Press
Print publication year: 2015

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Aldrich, H., & Fiol, C. (1994). Fools rush in? The institution context of industry creation. Academy of Management Review, 19, 645–670. doi:10.5465/AMR.1994.9412190214CrossRefGoogle Scholar
Allen, J. A. & Hansen, J. (2011, July). Meeting orientation: Conceptualization, antecedents, and outcomes. Paper presented at the INGroup Conference, Minneapolis, MN.Google Scholar
Allen, J., Rogelberg, S., & Scott, J. (2008). Mind your meetings. Quality Progress, 41, 48–52.Google Scholar
Amason, A. C., & Sapienza, H. J. (1997). The effects of top management team size and interaction norms on cognitive and affective conflict. Journal of Management, 23, 495–516. doi: 10.1016/S0149–2063(97)90045–3CrossRefGoogle Scholar
Andersson, U., Forsgren, M., & Holm, U. (2002). The strategic impact of external networks: Subsidiary performance and competence development in the multinational corporation. Strategic Management Journal, 23, 979–996. doi: 10.1002/smj.267CrossRefGoogle Scholar
Argote, L. & Ingram, P. (2000). Knowledge transfer: A basis for competitive advantage in firms. Organizational Behavior and Human Decision Processes, 82, 150–169. doi: 10.1006/obhd.2000.2893CrossRefGoogle Scholar
Arrow, K. (1970). The organization of economic activity: Issues pertinent to the choice of markets versus non-market allocation. Public Expenditures and Policy Analysis, 59–73.Google Scholar
Bakker, A. B., & Schaufeli, W. B. (2008). Positive organizational behavior: Engaged employees in flourishing organizations. Journal of Organizational Behavior, 29, 147–154. doi: 10.1002/job.515 (1970)CrossRefGoogle Scholar
Balcetis, E., Dunning, D., & Miller, R. L. (2008). Do collectivists know themselves better than individualists? Cross-cultural studies of the holier than thou phenomenon. Journal of Personality and Social Psychology, 95, 1252–1267. doi: 10.1037/a0013195CrossRefGoogle ScholarPubMed
Ballard, D., & Gomez, F. (2006). Time to meet: Meetings as sites of organizational memory. In Parker, J., Crawford, M., & Harris, P. (Eds.), Study of time XII: Time and memory (pp. 301–312). Boston, MA: Brill.Google Scholar
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99–120. doi: 10.1177/014920639101700108CrossRefGoogle Scholar
Barney, J. (2001). Is the resource-based “view” a useful perspective for strategic management? Yes. Academy of Management Review, 26, 41–56. doi: 10.5465/AMR.2001.4011938Google Scholar
Bell, R., Walker, H. A., & Willer, D. (2000). Power, influence, and legitimacy in organizations: Implications of three theoretical research programs. Research in the Sociology of Organizations, 17, 131–177. doi: 10.1016/S0733–558X(00)17005–3CrossRefGoogle Scholar
Benner, M., & Tushman, M. 2002. Process management and technological innovation: A longitudinal study of the photography and paint industries. Administrative Science Quarterly, 47, 676–706. doi: 10.2307/3094913CrossRefGoogle Scholar
Benner, M. J., & Tushman, M. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review, 28, 238–256. doi:10.5465/AMR.2003.9416096CrossRefGoogle Scholar
Bettenhausen, K. L. (1991). Five years of group research: What we have learned and what needs to be addressed. Journal of Management, 17, 345–381. doi: 10.1177/014920639101700205CrossRefGoogle Scholar
Besser, T. L. (1996). Team Toyota: Transplanting the Toyota culture to the Camry plant in Kentucky. Albany, NY: State Universityof New York Press.Google Scholar
Boje, D. (1991). The storytelling organization: A study of storytelling performance in an office supply firm. Administrative Science Quarterly, 36, 106–126. doi: 10.2307/2393432CrossRefGoogle Scholar
Boland, R. J., Singh, J., Salipante, P., Aram, J. D., & Fay, S. Y. (2001). Knowledge representations and knowledge transfer. Academy of Management Journal, 44, 393–417. doi: 10.2307/3069463CrossRefGoogle Scholar
Brinkerhoff, M. B. (1972). Hierarchical status, contingencies, and the administrative staff conference. Administrative Science Quarterly, 17, 395–407. doi: 10.1109/EMR.1975.4306421CrossRefGoogle Scholar
Clark, T. (1998). Teaching students to enhance the ecology of small group meetings. Business Communication Quarterly, 61, 40–52. doi: 10.1177/108056999806100406CrossRefGoogle Scholar
Cornes, R., & Sandler, T. (1986). The theory of externalities, public goods, and club goods (2nd ed.). Cambridge, UK: Cambridge University Press.Google Scholar
Cotton, J. L., Vollrath, D. A., Froggatt, K. L., Lengnick-Hall, M. L., & Jennings, K. R. (1988). Employee participation: Diverse forms and different outcomes. Academy of Management Review, 13, 8–22. doi: 10.2307/258351CrossRefGoogle Scholar
Drucker, P. F. (1967). The effective executive. Burlington, MA: Elsevier.Google Scholar
Drucker, P. F., Garvin, D., Leonard, D., Straus, S., & Brown, J. S. (1998). Harvard Business Review on knowledge management. Boston, MA: Harvard Business School Press.Google Scholar
Dubrovsky, V. J., Kiesler, S., & Sethna, B. N. (1999). The equalization phenomenon: Status effects in computer-mediated and face-to-face decision-making groups. Human-Computer Interaction, 6, 119–146. doi: 10.1207/s15327051hci0602_2CrossRefGoogle Scholar
Economides, N. (1996). The economics of networks. International Journal of Industrial Organization, 14, 673–699. doi: 10.2139/ssrn.1719CrossRefGoogle Scholar
Gargiulo, T. L. (2006). Power of stories. Journal for Quality and Participation, 29, 4–8.Google Scholar
Grant, R. M. (1991). The resource-based theory of competitive advantage. California Management Review, 33, 114–135. doi: 10.2307/41166664CrossRefGoogle Scholar
Hansen, J. M., McDonald, R. E., & Mitchell, R. K. (2013). Resource specialization, causal ambiguity, competitiveness, and the creation and decay of competences: The role of marketing strategy in new product performance and shareholder value. Journal of the Academy of Marketing Science, 41, 300–319. doi: 10.1007/s11747–012–0316–3CrossRefGoogle Scholar
Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87, 268–279. doi: 10.1037/0021–9010.87.2.268CrossRefGoogle ScholarPubMed
Hatch, M. J., & Schultz, M. (2003). Bringing the corporation into corporate branding. European Journal of Marketing, 37, 1041–1064. doi: 10.1108/03090560310477654CrossRefGoogle Scholar
Horan, A. P. (2002). An effective workplace stress management intervention: Chicken Soup for the Soul at work employee groups. Work, 18, 3–13.Google ScholarPubMed
Hofstede, G. (1984). The cultural relativity of the quality of life concept. Academy of Management Review, 9, 389–398. doi: 10.5465/AMR.1984.4279653CrossRefGoogle Scholar
Hunt, S. D., & Morgan, R. M. (1996). The resource-advantage theory of competition: Dynamics, path dependencies, and evolutionary dimensions. Journal of Marketing, 60, 107–114. doi: 10.2307/1251905CrossRefGoogle Scholar
Hybels, R. C. (1995). On legitimacy, legitimation, and organizations: A critical review and integrative theoretical model [Special issue]. Academy of Management Journal, 241–245. doi: 10.5465/AMBPP.1995.17536509Google Scholar
Jeston, J., & Nelis, J. (2014). Business process management: Practical guidelines to successful implementations. New York, NY: Routledge.CrossRefGoogle Scholar
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33, 692–724. doi: 10.2307/256287CrossRefGoogle Scholar
Kahn, U. (2010). BBC ‘meeting culture’ stopping people doing jobs, says boss. The Telegraph. Retrieved from http://www.telegraph.co.uk/culture/tvandradio/bbc/7541479/BBC-meeting-culture-stopping-people-doing-jobs-says-boss.htmlGoogle Scholar
Katz, M. L., & Shapiro, C. (1985). Network externalities, competition, and compatibility. American Economic Review, 75, 424–440.Google Scholar
Katz, M. L., & Shapiro, C. (1986). Technology adoption in the presence of network externalities. Journal of Political Economy, 94(4), 822–841. doi: 10.1086/261409CrossRefGoogle Scholar
Kruger, J., & Dunning, D. (1999). Unskilled and unaware of it: How difficulties in recognizing one's own competence lead to inflated self assessments. Journal of Personality and Social Psychology, 77, 1121–1134. doi: 10.1037/0022–3514.82.2.189CrossRefGoogle ScholarPubMed
Lam, S. S. K., Chen, X., & Schaubroeck, J. (2002). Participative decision making and employee performance in different cultures: The moderating effects of allocentrism/idiocentrism and efficacy. Academy of Management Journal, 45, 905–914. doi: 10.2307/3069321CrossRefGoogle Scholar
Larson, G. S., & Pepper, G. L. (2003). Strategies for managing multiple organizational identifications: A case of competing identities. Management Communication Quarterly, 16, 528–557. doi: 10.1177/0893318903251626CrossRefGoogle Scholar
Leavy, B. (1996). On studying leadership in the strategy field. Leadership Quarterly, 7, 435–454. doi: 10.1016/S1048–9843(96)90001–6CrossRefGoogle Scholar
Lounsbury, M., & Glynn, M. A. (2001). Cultural entrepreneurship: Stories, legitimacy, and the acquisition of resources. Strategic Management Journal, 22, 545–564. doi: 10.1002/smj.188CrossRefGoogle Scholar
Macey, W. H., & Schneider, B. (2008). The meaning of employee engagement. Industrial and Organizational Psychology: Perspectives on Science and Practice, 1, 3–30. doi: 10.1111/j.1754–9434.2007.0002.xCrossRefGoogle Scholar
March, J. G., & Sutton, R. I. (1997). Organizational performance as a dependent variable. Organization Science, 8, 698–706. doi: 10.1287/orsc.8.6.698CrossRefGoogle Scholar
Martens, M. L., Jennings, J. E., & Jennings, P.D. (2007). Do the stories they tell get them the money they need? The role of entrepreneurial narratives in resource acquisition. Academy of Management Journal, 50, 1107–1132. doi: 10.5465/AMJ.2007.27169488CrossRefGoogle Scholar
McComas, K. A. (2003). Citizen satisfaction with public meetings used for risk communication. Journal of Applied Communication Research, 31, 164–184. doi: 10.1080/0090988032000064605CrossRefGoogle Scholar
McComas, K. A., Tuit, L. S., Waks, L., & Sherman, L. A. (2007). Predicting satisfaction and outcome acceptance with advisory committee meetings: The role of procedural justice. Journal of Applied Social Psychology, 37, 905–927. doi: 10.1111/j.1559–1816.2007.00192.xCrossRefGoogle Scholar
MCI Inc. (1998). Meetings in America: A study of trends, costs and attitudes toward business travel, teleconferencing and their impact on productivity. Retrieved from http://e-meetings.verizonbusiness.com/global/en/meetingsinamerica/uswhitepaper.php.Google Scholar
Neilsen, E. H., & Hayagreeva Rao, M. V. (1987). The strategy-legitimacy nexus: A thick description. Academy of Management Review, 12, 523–533. doi: 10.2307/258518CrossRefGoogle Scholar
Newlund, D. (2012). Make your meetings worth everyone's time. USA today. Retrieved June 12, 2013, from http://www.usatoday.com/USCP/PNI/Business/2012-06-20-PNI0620biz-career-getting-aheadPNIBrd_ST_U.htmGoogle Scholar
Nohria, N. (1996). From the M form to the N form. Working paper. Cambridge, MA: Harvard Business School.Google Scholar
Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company. New York, NY: Oxford University Press.CrossRefGoogle Scholar
O'Driscoll, A., Carson, D., & Gilmore, A. (2000). Developing marketing competence and managing in networks: A strategic perspective. Journal of Strategic Marketing, 8, 183–196. doi: 10.1080/096525400346240CrossRefGoogle Scholar
Pandey, J., & Singh, P. (2001). Effects of Machiavellianism, other-enhancement, and power-position on affect, power feeling, and evaluation of the ingratiator. Journal of Psychology, 121, 287–300. doi: 10.1080/00223980.1987.9712669CrossRefGoogle Scholar
Paulus, P. B., & Huei-Chuan, Y. (2000). Idea generation in groups: A basis for creativity in organizations. Organizational Behavior and Human Decision Processes, 82, 76–87. Doi: 10.1080/00223980.1987.9712669CrossRefGoogle Scholar
Penrose, E. (1959). The theory of the growth of the firm. New York, NY: WileyGoogle Scholar
Perrow, C. (1986). Complex organizations. New York, NY: McGraw-Hill.Google Scholar
Pfeffer, J. (1997). New directions for organization theory problems and prospects. New York, NY: Oxford University Press.CrossRefGoogle Scholar
Reinig, B. A., & Shin, B. (2002). The dynamic effects of group support systems on group meetings. Journal of Management Information Systems, 19, 303–325.CrossRefGoogle Scholar
Rindova, V. P., & Kotha, S. (2001). Continuous “morphing”: Competing through dynamic capabilities, form, and function. Academy of Management Journal, 44, 1263–1280. doi: 10.2307/3069400CrossRefGoogle Scholar
Rogelberg, S. G., Leach, D. J., Warr, P. B., & Burnfield, J. L. (2006). “Not another meeting!” Are meeting time demands related to employee well-being? Journal of Applied Psychology, 91, 86–96. doi: 10.1037/0021–9010.91.1.83CrossRefGoogle ScholarPubMed
Romano, N. C., & Nunamaker, J. F.. (2001). Meeting analysis: Findings from research and practice. Paper presented at the 34th Annual Hawaii International Conference on System Sciences, Maui.Google Scholar
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21, 600–619. doi: 10.1108/02683940610690169CrossRefGoogle Scholar
Schwartzman, H. B. (1986). The meeting as a neglected social form in organizational studies. Research in Organizational Behavior, 8, 233–258.Google Scholar
Schwartzman, H. B. (1989). The meeting: Gatherings in organizations and communities. New York, NY: Plenum.CrossRefGoogle Scholar
Scott, C. R. (2007). Communication and social identity theory: Existing and potential connections in organizational identification research. Communication Studies, 58, 123–138. doi: 10.1080/10510970701341063CrossRefGoogle Scholar
Scott, S. G., & Lane, V. R. (2000). A stakeholder approach to organizational identity. Academy of Management Review, 25, 43–62. doi: 10.2307/259262CrossRefGoogle Scholar
Scott, W. R. (2003). Organizations: Rational, natural, and open systems. Upper Saddle River, NJ: Prentice-Hall.Google Scholar
Singh, J. V. (1986). Performance, slack, and risk taking in organizational decision making. Academy of Management Journal, 29, 562–585. doi: 10.2307/256224CrossRefGoogle Scholar
Suchman, M. C. (1995). Managing legitimacy: Strategic and institutional approaches. Academy of Management Journal, 20, 571–610. doi: 10.2307/258788Google Scholar
Swap, W., Leonard, D., Shields, M., & Abrams, L. (2001). Using mentoring and storytelling to transfer knowledge in the workplace. Journal of Management Information Systems, 18, 95–114. doi: 10.1093/0195165128.003.0012CrossRefGoogle Scholar
Teece, D. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319–50. doi: 10.1002/smj.640CrossRefGoogle Scholar
Teece, D., & Pisano, G. (1994). The dynamic capabilities of firms: An introduction. Industrial and Corporate Change, 3, 537–56. doi: 10.1093/icc/3.3.537-aCrossRefGoogle Scholar
Teece, D., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18, 509–533. doi: 10.1002/(SICI)1097–0266(199708)18:7%3C509::AID-SMJ882%3E3.0.CO;2-Z3.0.CO;2-Z>CrossRefGoogle Scholar
Ten Velden, F. S., Beersma, B., & Dreu, C. K. W. (2007). Majority and minority influence in group negotiations: The moderating effects of social motivation and decision rules. Journal of Applied Psychology, 92, 259–268. doi: 10.1037/0021–9010.92.1.259CrossRefGoogle ScholarPubMed
Towers-Perrin, . (2003). Working today: Understanding what drives employee engagement. New York: Towers Perrin HR Services.Google Scholar
Tracy, K., & Dimock, A. (2004). Meetings: Discursive sites for building and fragmenting community. In Kabfleisch, P. J. (Ed.), Communication yearbook (Vol. 28, pp. 127–165). Mahwah, NJ: Erlbaum.Google Scholar
Triandis, H. C. (1989). The self and social behavior in differing cultural contexts. Psychological Review, 96, 506–520. doi: 10.1037/0033–295X.96.3.506CrossRefGoogle Scholar
Tufano, P. (1996). Who manages risk? An empirical examination of risk management practices in the gold mining industry. Journal of Finance, 51, 1097–1137. doi: 10.2307/2329389CrossRefGoogle Scholar
Vance, R. (2006). Employee engagement and commitment. Alexandria, VA: SHRM Foundation.Google Scholar
Van Vree, W. (1999). Meetings, manners, and civilization: The development of modern meeting behaviour. London, UK: Leicester University Press.Google Scholar
Wang, L., Bishop, J. W., Chen, X., & Scott, K. D. (2002). Collectivist orientation as a predictor of affective organizational commitment: A study conducted in China. International Journal of Organizational Analysis, 10, 226–239. doi: 10.1108/eb028951CrossRefGoogle Scholar
Weber, M. (1968). Economy and society. New York, NY: Bedminster.Google Scholar
Weick, K. E. (2001). Making sense of the organization. Malden, MA: Blackwell.Google Scholar
Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5, 171–180. doi: 10.1002/smj.4250050207CrossRefGoogle Scholar
Williamson, Oliver E. (1985). The economic institutions of capitalism. New York, NY: Free Press.Google Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×