Index
Managing Meetings in Organizations
ISBN: 978-1-83867-228-7, eISBN: 978-1-83867-227-0
ISSN: 1534-0856
Publication date: 17 March 2020
This content is currently only available as a PDF
Citation
(2020), "Index", Meinecke, A.L., Allen, J.A. and Lehmann-Willenbrock, N. (Ed.) Managing Meetings in Organizations (Research on Managing Groups and Teams, Vol. 20), Emerald Publishing Limited, Leeds, pp. 275-278. https://doi.org/10.1108/S1534-085620200000020012
Publisher
:Emerald Publishing Limited
Copyright © 2020 Emerald Publishing Limited
INDEX
Index
act4teams
, 151, 257–260, 262, 266–267
Active self-learning
, 94
After-action reviews
, 39, 94
Age
, 9, 50, 145–147, 150, 164–165, 190–191
age-inclusive human resources practices
, 199
diversity
, 187–189, 191, 198–199, 259
norms
, 187–188
Agenda
, 17, 31, 72, 77, 79, 81–82, 85–86, 94, 119, 135, 150, 157, 213, 220–221
future research
, 59–63, 167–173
setting
, 200
Aging workforce
, 186
Ancestral environment
, 5, 7–10, 12, 17, 20
Attitudes
, 15, 19, 40–41, 55, 73, 76, 116, 119, 122, 129–130, 134, 136, 145, 147–149, 151, 164, 172, 210
Augmentation hypothesis
, 216
Bidirectional perspective
, 186
Boundaries
, 17, 49, 78, 83–84, 87
group
, 75
perceptual
, 75
Case study
, 237, 253, 260, 269–270
Cohesion
, 76, 234
group
, 9–10, 60–63
social
, 9
team
, 54, 60
Collaboration
, 13, 15, 17, 52, 57, 166, 178, 220, 234, 239, 246, 261
Committee meetings
, 36–37, 40
Communication
, 5
dysfunctional
, 154, 232, 269–270
effective
, 164, 232
Compositional attributes
, 240–242
Conflict
, 168, 170–171, 235
resolution
, 8–9
task-oriented
, 258
team
, 58
Construction of gender. See Gender construction
Contagion
, 58, 62–63
effects
, 64
emotional
, 145
Contingent reward
, 216–217
Cooperation and consensus
, 17–18, 21
Counterproductive meeting behavior
, 53, 56–57, 59–60
Crew formation meetings
, 33, 38
Debrief efficacy
, 95–97
Debriefing
, 48, 95, 97, 102, 245, 247
Debriefs
, 32, 36, 93–105, 239, 245, 247
Decentralized strategy
, 252
Demographic faultlines
, 165, 170
Developmental attributes
, 240, 244–246
Discrimination
, 59–61, 63, 157
Discursive strategies
, 255, 257–259, 268–269
Diversity
, 115–116, 120, 122, 135, 147, 165
beliefs
, 172
faultline
, 165
Downward social comparison
, 189
Emergence
, 118, 170
planned
, 252–270
Engagement
, 16
employee
, 6, 19, 55, 58–59
work
, 50, 53, 58
Entitativity
, 72–88
Ethnographic accounts
, 7
Evolutionary significance of meetings
, 4–21
Facilitation
, 4, 78, 96, 239
Facilities
, 6, 78, 85
Faultlines
, 164–179
functional
, 166, 170–171
knowledge-based
, 166, 170, 178
Followership
, 214–215, 223–224
Future status
, 187–188, 190–192, 194, 196, 200
Gatherings
, 5, 8, 13, 19
Gender
, 9, 15
composition
, 115–118, 127, 134–135
equality
, 15
perspective
, 114–136
salience
, 128, 132
Gender construction
, 129, 134
Generativity striving
, 193–194
Group and organizational values
, 10
Group size
, 77, 261
Health
, 4s9–50, 190
Hierarchy
, 8–10, 15–16, 243, 252
Idealized influence
, 217
In-group
, 147, 192
Inclusion
, 54, 221, 254, 270
Individual differences
, 145–146
Inductive approach
, 145
Inferiority
, 189, 196
Informal learning
, 187
Information elaboration
, 97, 167, 172
Information exchange
, 4, 38, 164, 170
Information sharing
, 6–7, 10, 12, 21, 37, 97, 164, 213, 223, 236–237, 242, 244, 255
Innovation
, 98, 101–102, 164
employee-driven
, 257
Input–mediator–output–input model (IMOI model)
, 165
Intellectual stimulation
, 216
INTERACT coding software
, 151, 262
Interaction analysis
, 257, 259, 267, 269
Interactivity
, 74–75, 78, 82–83, 85, 88
Intergenerational competitiveness climate
, 199–200
Intergenerational learning
, 186–200
Intersubgroup communication
, 164–165, 168–171, 173, 175, 177–179
Job design
, 156
Job satisfaction
, 6, 16, 49, 51, 57–58, 145, 147–149, 151–155, 268
Knowledge sharing
, 97, 103, 192, 194–196, 199
Leadership
, 15–16, 199
charismatic
, 214–215, 218–219
by exception-active
, 216
by exception-passive
, 216
exploitative
, 221–223
full range of
, 214–218
laissez-faire
, 215–216
servant
, 219–221
theories
, 214–225
transactional
, 215–218
transformational
, 213, 215–218
Learning
, 36, 102, 239–240
intergenerational
, 187–189
Lifespan perspective
, 193
Linkage attributes
, 240, 242–244
Male-dominated organizational setting
, 157
Meeting
agenda
, 200, 220
characteristics
, 10–13, 34, 77–78, 81, 84, 86
citizenship behavior
, 59, 63, 65
functions
, 13, 15
interactions
, 56, 61, 164–179, 188, 190, 192, 192, 196, 257, 259–260
lateness
, 56, 78, 221
load
, 55–56, 58, 63
processes
, 6, 20, 33, 35, 56, 164, 168, 214, 219
purposes
, 6, 13, 30
satisfaction
, 18, 49, 56–59, 119, 168, 170, 213–214, 217, 222, 259–261, 268–269
types
, 28–40, 115, 213
Membership
, 15, 40, 61, 75, 99, 241
Mismatches
, 13–14, 16, 18–20, 24
Multi-level perspective
, 145, 192
Multilevel antecedents
, 144–157
Multiple information sources
, 94
Multiteam systems (MTSs)
, 232–245
Mutual exchange model
, 186
Negative disagreements
, 144–157
Negative meeting practices
, 5
Neuroticism
, 197–198
Online meetings
entitativity in
, 79–84, 86
increasing entitativity in
, 87–89
Organizational change
, 266
Organizational goals
, 254, 266, 270
Organizational trust
, 145, 148–149, 151–152, 154–156
Outgroup/out-group
, 166–167, 170, 176, 198
Patterns of behavior
, 6, 101
Personalized charismatic leaders
, 218–219
Planned emergence
, 253, 256, 260
Planned emergence strategy
, 252, 256–257, 259, 269
Pre-meeting planning
, 77
Project team meetings
, 28, 33–36, 115, 329
Psychological safety
, 19, 36, 39, 96–97, 99–100, 102–105, 157, 245
Punctuality
, 78, 85
Rituals
, 9, 10–11, 20
Self-managed meetings
, 150
Self-promotion
, 196–197, 268
Sensemaking
, 12, 21, 36, 96–97, 99–100, 102, 104–105, 236–237, 248, 253, 257, 259
episodes
, 4
Sex role orientation (SRO)
, 127
Shared goals
, 87, 236
Shift change meetings
, 28, 33, 37–38
Similarity
of goals
, 74, 77–78, 81–82, 87–88
of people
, 73–74, 80–81
Site-wide meetings
, 33, 37
Size
group
, 77, 261
of meetings
, 12–13, 77, 85
MTS
, 241, 247
optimal
, 6
team
, 172–173, 175–176
Social
categorization
, 147, 166–167, 170–171, 173
cohesion
, 9
comparison theory
, 188, 192
dynamics
, 56, 65, 119, 188, 213
elements of meetings
, 19–20
exchange norms
, 188
identity theory
, 166, 191–192
influence
, 114–136, 199
Social presence
, 80–81, 84
status
, 8–9
Social comparison orientation (SCO)
, 197–198
Socialized charismatic leaders
, 218–219
Staff meetings 28–40
, 115
Static social comparisons
, 189–190
Static status comparison
, 188
Statistical discourse analysis (SDA)
, 151–153
Status
, 20
fear of losing
, 195–196
negotiating
, 4, 10
social
, 8–9
Stereotypical beliefs
, 146
Stereotyping
, 74, 131, 165
Strategic
adaptation
, 4
interactions
, 187–188
practice
, 253
renewal
, 254, 264–265, 270
Subgroups
, 165–167, 169–171
constellations
, 172–173
Superiority
, 189
Team
composition
, 132, 145, 168
interactions
, 54, 62, 120, 144, 150, 167–168, 171, 173, 178, 196–197, 253
learning
, 28, 36, 94, 99, 103, 212
level identification
, 248
performance
, 6, 19, 61, 96–98, 102, 164, 169, 219, 259
processes
, 49, 96–100, 165–166, 168, 179
reflexivity
, 94–105
size
, 151–152, 164, 172–173, 175–176, 178
Team-of-teams
, 176
Temporal social comparison
, 189–190
Tenure
, 145–146, 149–150, 152, 190, 192
Think Tank Design
, 252, 260–269
Ties
, 9, 15, 52, 60–61, 68, 174–176, 242
Token status
, 118
Upward social comparison
, 1898
Virtual meetings
, 29, 171, 242
Virtuality
, 81, 171–172
Well-being
, 6, 48–53, 56–64, 76, 217, 223
Women-to-men ratio
, 147, 152
- Prelims
- Part I: Conceptual Foundations of Meeting Science
- Chapter 1: The Origins and Evolutionary Significance of Team Meetings in Organizations
- Chapter 2: The Staff Meeting … And Beyond …
- 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
- Chapter 4: Putting the “Group” in Group Meetings: Entitativity in Face-to-Face and Online Meetings
- Chapter 5: Fostering Effective Debriefs: The Integral Role of Team Reflexivity
- Part III: Diversity and Gender in Meetings
- Chapter 6: Social Influence in Meetings: A Gender Perspective
- Chapter 7: Multilevel Antecedents of Negativity in Team Meetings: The Role of Job Attitudes and Gender
- Chapter 8: Faultlines during Meeting Interactions: The Role of Intersubgroup Communication
- Chapter 9: Intergenerational Learning in Age-Diverse Meetings: A Social Comparison Perspective
- Part IV: Leadership and Strategy in and Through Meetings
- Chapter 10: Formal Leadership in Workplace Meetings
- Chapter 11: Meetings as a Facilitator of Multiteam System Functioning
- Chapter 12: Meetings as Organizational Strategy for Planned Emergence
- Index