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The Cambridge Handbook of Meeting Science

£98.00

Part of Cambridge Handbooks in Psychology

Joseph A. Allen, Nale Lehmann-Willenbrock, Steven G. Rogelberg, Jessie Lynn Olien, Cliff Scott, Alex Kello, Isabelle Odermatt, Cornelius J. König, Martin Kleinmann, Ferah Aksoy-Burkert, Fabiola Gerpott, Tine Köhler, Markus Gölz, Michael A. Yoerger, Kyle Francis, Wendelien van Eerde, Claudia Buengeler, Jared M. Hansen, Martin F. Duffy, Brendan K. O'Rourke, Joshua Raclaw, Cecilia E. Ford, Birte Asmuß, Stephenson J. Beck, Emily A. Paskewitz, Joann Keyton, Annika L. Meinecke, Nils C. Sauer, Simone Kauffeld, Marcella Hoogeboom, Celeste Wilderom, Florian E. Klonek, Hilko Paulsen, Jane Shumski Thomas, Zhike Lei, David J. Kocsis, Gert-Jan de Vreede, Robert O. Briggs, Cheri Winton Brodeur, Glenn E. Littlepage, Christoph Haug, Roni Reiter-Palmon, Stephanie Sands, Christina N. Lacerenza, Megan Gregory, Alyssa D. Marshall, Eduardo Salas, Alexandra M. Dunn, Eleanor B. Williams, Katarzyna I. Cichomska, Desmond Leach, Victoria Roe, Brooke B. Allison, Marissa L. Shuffler, Allison M. Wallace, John E. Kello, Helen B. Schwartzman
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  • Date Published: July 2015
  • availability: Available
  • format: Hardback
  • isbn: 9781107067189

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About the Authors
  • This first volume to analyze the science of meetings offers a unique perspective on an integral part of contemporary work life. More than just a tool for improving individual and organizational effectiveness and well-being, meetings provide a window into the very essence of organizations and employees' experiences with the organization. The average employee attends at least three meetings per week and managers spend the majority of their time in meetings. Meetings can raise individuals, teams, and organizations to tremendous levels of achievement. However, they can also undermine effectiveness and well-being. The Cambridge Handbook of Meeting Science assembles leading authors in industrial and organizational psychology, management, marketing, organizational behavior, anthropology, sociology, and communication to explore the meeting itself, including pre-meeting activities and post-meeting activities. It provides a comprehensive overview of research in the field and will serve as an invaluable starting point for scholars who seek to understand and improve meetings.

    • Takes a unique, scientific approach that distinguishes it from other books on work meetings
    • Offers evidence-based techniques for improving meetings
    • Addresses the topic of work meetings from an international perspective
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    Reviews & endorsements

    'The Cambridge Handbook of Meeting Science contains many facets of meetings, including meetings held in different countries, virtual meetings, the interactions of people, plus even the 'chit chat' that occurs in the period before a meeting. It therefore provides a comprehensive examination of the information on meetings from numerous different perspectives and, as a result, will be an invaluable and unique addition to the library of universities and other educational establishments where management or business is studied. It will also be of use in large corporations.' Mabel Blades, Business, management

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    Product details

    • Date Published: July 2015
    • format: Hardback
    • isbn: 9781107067189
    • length: 808 pages
    • dimensions: 257 x 183 x 46 mm
    • weight: 1.54kg
    • contains: 43 b/w illus. 50 tables
    • availability: Available
  • Table of Contents

    Part I. Introduction:
    1. An introduction to The Cambridge Handbook of Meeting Science: why now?
    2. Exploring meeting science: key questions and answers
    3. Five theoretical lenses for conceptualizing the role of meetings in organizational life
    Part II. Pre-Meeting Activities and Context: Meeting Setup:
    4. Meeting preparation and design characteristics
    5. Meeting training: a suggestion
    Meeting Composition:
    6. How differences make a difference: the role of team diversity in meeting processes and outcomes
    7. Meetings across cultures: cultural differences in meeting expectations and processes
    Pre-Meeting Communication:
    8. So much more than 'chitchat': a closer look at pre-meeting talk
    Macro Meeting Context:
    9. Meetings all over the world: structural and psychological characteristics of meetings in different countries
    10. Organizational meeting orientation: the construct, scales and research propositions
    11. A systemic view of meetings – windows on organization collective minding
    Part III. The Meeting Itself: Capturing and Understanding Dynamics and Processes of the Meeting:
    12. Meetings as interactional achievements: a conversation analytic perspective
    13. Multimodal perspectives on meeting interaction: recent trends in conversation analysis
    14. Toward a theory of strategic meeting interaction
    15. Social dynamics at work: meetings as a gateway
    16. Social networks in meetings: how do people connect?
    17. Effective leader behaviors in regularly held staff meetings: surveyed vs videotaped and coded observations
    18. They meet, they talk … but nothing changes: meetings as a focal context for studying change processes in organizations
    19. Relative status and emotion regulation in workplace meetings: a conceptual model
    20. Dynamic affect in team meetings: an interpersonal construct embedded in dynamic interaction processes
    Tools and Models for Promoting Meeting Success:
    21. Designing and executing effective meetings with codified best facilitation practices
    22. Finding the gorilla: the impact of complexity and diversity on meeting process
    23. Information utilization in meetings
    24. What is consensus and how is it achieved in meetings? Four types of consensus decision-making
    25. Creativity and meetings: do team meetings facilitate or hinder creative team performance?
    Part IV. Special Types of Meetings: Post Event Meetings:
    26. Debrief: the learning meeting
    27. Implementing after action review systems in organizations: key principles and practical considerations
    Virtual Meetings:
    28. Meeting organization strategy: the 'why' and 'how' of meetings with virtual presence
    29. The successful facilitation of virtual team meetings
    Part V. Synthesis and Conclusion:
    30. The science and practice of workplace meetings
    31. There's something about meetings: order and disorder in the study of meetings.

  • Editors

    Joseph A. Allen, University of Nebraska, Omaha
    Joseph A. Allen is an assistant professor of Industrial and Organizational Psychology at the University of Nebraska, Omaha.

    Nale Lehmann-Willenbrock, VU University Amsterdam
    Nale Lehmann-Willenbrock is an assistant professor of Social and Organizational Psychology at VU University Amsterdam, the Netherlands.

    Steven G. Rogelberg, University of North Carolina, Charlotte
    Steven G. Rogelberg is University Professor of Psychology and Management and the Director of the Organizational Science program at the University of North Carolina, Charlotte.

    Contributors

    Joseph A. Allen, Nale Lehmann-Willenbrock, Steven G. Rogelberg, Jessie Lynn Olien, Cliff Scott, Alex Kello, Isabelle Odermatt, Cornelius J. König, Martin Kleinmann, Ferah Aksoy-Burkert, Fabiola Gerpott, Tine Köhler, Markus Gölz, Michael A. Yoerger, Kyle Francis, Wendelien van Eerde, Claudia Buengeler, Jared M. Hansen, Martin F. Duffy, Brendan K. O'Rourke, Joshua Raclaw, Cecilia E. Ford, Birte Asmuß, Stephenson J. Beck, Emily A. Paskewitz, Joann Keyton, Annika L. Meinecke, Nils C. Sauer, Simone Kauffeld, Marcella Hoogeboom, Celeste Wilderom, Florian E. Klonek, Hilko Paulsen, Jane Shumski Thomas, Zhike Lei, David J. Kocsis, Gert-Jan de Vreede, Robert O. Briggs, Cheri Winton Brodeur, Glenn E. Littlepage, Christoph Haug, Roni Reiter-Palmon, Stephanie Sands, Christina N. Lacerenza, Megan Gregory, Alyssa D. Marshall, Eduardo Salas, Alexandra M. Dunn, Eleanor B. Williams, Katarzyna I. Cichomska, Desmond Leach, Victoria Roe, Brooke B. Allison, Marissa L. Shuffler, Allison M. Wallace, John E. Kello, Helen B. Schwartzman

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