Meetings are a significant investment for organizations and the groups that comprise them, but the small group literature has often neglected the direct study of meetings. This article closes the special issue on work meetings by exploring the costs associated with unnecessary or poorly facilitated meetings and proposes a three-stage model that groups and organizations may use to assure that the time invested in meetings is more likely to deliver a return on the resources invested.
BaumeisterR. F.FinkelE. J. (2010). Advanced social psychology: The state of the science. New York, NY: Oxford University Press.
2.
ClampittP. G.DeKochR. J.CashmanT. (2000). A strategy for communicating about uncertainty. Academy of Management Executive, 14(4), 41-57. doi:10.5465/AME.2000.397981510.5465/AME.2000.3979815
3.
ConwayJ. M.LanceC. E. (2010). What reviewers should expect from authors regarding common method bias in organizational research. Journal of Business and Psychology, 25, 325-334. doi:10.1007/s10869-010-9181-610.1007/s10869-010-9181-6
DownsC. W.HazenM. (1977). A factor analytic study of communication satisfaction. Journal of Business Communication, 14, 63-73. doi:10.1177/00219436770140030610.1177/002194367701400306
6.
DoyleM.StrausD. (1982). How to make meetings work.New York, NY: Jove Books.
7.
GalanesG. (2003). In their own words: An exploratory study of bonafide group leaders. Small Group Research, 34, 741-770. doi:10.1177/104649640325764910.1177/1046496403257649
8.
GreenW. A.LazarusH. (1991). Are today’s executives meeting with success?Journal of Management Development, 10, 14-25. doi:10.1108/0262171911013903410.1108/02621719110139034
9.
JohnsonJ. R.BernhagenM. J.MillerV.AllenM. (1996). The role of communication in managing reductions in work force. Journal of Applied Communication Research, 24, 139-164. doi:10.1080/0090988960936544810.1080/00909889609365448
10.
LataneB.WilliamsK.HarkinsS. (1979). Many hands make light the work: The causes and consequences of social loafing. Journal of Personality and Social Psychology, 37, 822-832.
11.
LeachD. J.RogelbergS. G.WarrP. B.BurnfieldJ. L. (2009). Perceived meeting effectiveness: The role of design characteristics. Journal of Business and Psychology, 24, 65-76. doi:10.1007/s10869-009-9092-610.1007/s10869-009-9092-6
12.
LuongA.RogelbergS. G. (2005). Meetings and more meetings: The relationship between meeting load and the daily well-being of employees. Group Dynamics: Theory, Research and Practice, 9, 58-67. doi:10.1037/1089-2699.9.1.5810.1037/1089-2699.9.1.58
13.
MaierN. R. F. (1967). Assets and liabilities in group problem solving: The need for an integrative function. Psychological Review, 74, 239-249.
14.
RaesA. L.GlunkU.HeijltjesM. G.RoeR. A. (2007). Top management team and middle managers: Making sense of leadership. Small Group Research, 38, 360-386. doi:10.1177/104649640730196910.1177/1046496407301969
15.
RogelbergS. G.AllenJ. A.ShanockL.ScottC. W.ShufflerM. (2010). Employee satisfaction with their meetings: A unique predictor of job satisfaction. Human Resource Management, 49, 149-172. doi: 10.1002/hrm.2033910.1002/hrm.20339
16.
RogelbergS. G.ScottC. S.KelloJ. (2007). The science and fiction of meetings. MIT Sloan Management Review, 48, 18-21.
17.
RomanoN. C.Jr.NunamakerJ. F.Jr. (2001). Meeting analysis: Findings from research and practice. Paper presented at the 34th Annual Hawaii International Conference on System Sciences, Maui, Hawaii. doi:10.1109/HICSS.2001.92625310.1109/HICSS.2001.926253
18.
SchwartzmanH. B. (1989). The meeting: Gatherings in organizations and communities. New York, NY: Plenum.
