Organizational meeting orientation

Setting the stage for team success or failure over time

Joseph E. Mroz, Nicole Landowski, Joseph A Allen, Cheryl Fernandez

Research output: Contribution to journalArticle

Abstract

Teams are an integral tool for collaboration and they are often embedded in a larger organization that has its own mission, values, and orientations. Specifically, organizations can be oriented toward a variety of values: learning, customer service, and even meetings. This paper explores a new and novel construct, organizational meeting orientation (the set of policies and procedures that promote or lead to meetings), and its relationship to perceived team meeting outcomes and work attitudes. An organization's policies, procedures, and overall orientation toward the use of team meetings-along with the quality and perceived effectiveness of those meetings-set the stage for how teams develop and collaborate. Across two exploratory studies, we demonstrate that perceptions of an organization's orientation toward meetings is associated with the perceived quality and satisfaction of team meetings, along with work engagement and intentions to quit. Employees who feel meetings lack purpose or are overused tend to be less engaged with their work and more likely to consider leaving the organization. Based on the findings, we conclude with a robust discussion of how meeting orientation may set the stage for team interactions, influencing how their team operates over time on a given project or series of projects. An organization's orientation toward meetings is a new construct that may exert an influence on team dynamics at the organizational level, representing a factor of the organization that affects how and when teams meet and collaborate.

Original languageEnglish (US)
Article number812
JournalFrontiers in Psychology
Volume10
Issue numberAPR
DOIs
StatePublished - Jan 1 2019

Fingerprint

Organizations
Social Values
Learning

Keywords

  • Groups
  • Job attitudes
  • Meetings
  • Teams
  • Time

ASJC Scopus subject areas

  • Psychology(all)

Cite this

Organizational meeting orientation : Setting the stage for team success or failure over time. / Mroz, Joseph E.; Landowski, Nicole; Allen, Joseph A; Fernandez, Cheryl.

In: Frontiers in Psychology, Vol. 10, No. APR, 812, 01.01.2019.

Research output: Contribution to journalArticle

Mroz, Joseph E. ; Landowski, Nicole ; Allen, Joseph A ; Fernandez, Cheryl. / Organizational meeting orientation : Setting the stage for team success or failure over time. In: Frontiers in Psychology. 2019 ; Vol. 10, No. APR.
@article{622b67622b6f427da48b4a2339e77310,
title = "Organizational meeting orientation: Setting the stage for team success or failure over time",
abstract = "Teams are an integral tool for collaboration and they are often embedded in a larger organization that has its own mission, values, and orientations. Specifically, organizations can be oriented toward a variety of values: learning, customer service, and even meetings. This paper explores a new and novel construct, organizational meeting orientation (the set of policies and procedures that promote or lead to meetings), and its relationship to perceived team meeting outcomes and work attitudes. An organization's policies, procedures, and overall orientation toward the use of team meetings-along with the quality and perceived effectiveness of those meetings-set the stage for how teams develop and collaborate. Across two exploratory studies, we demonstrate that perceptions of an organization's orientation toward meetings is associated with the perceived quality and satisfaction of team meetings, along with work engagement and intentions to quit. Employees who feel meetings lack purpose or are overused tend to be less engaged with their work and more likely to consider leaving the organization. Based on the findings, we conclude with a robust discussion of how meeting orientation may set the stage for team interactions, influencing how their team operates over time on a given project or series of projects. An organization's orientation toward meetings is a new construct that may exert an influence on team dynamics at the organizational level, representing a factor of the organization that affects how and when teams meet and collaborate.",
keywords = "Groups, Job attitudes, Meetings, Teams, Time",
author = "Mroz, {Joseph E.} and Nicole Landowski and Allen, {Joseph A} and Cheryl Fernandez",
year = "2019",
month = "1",
day = "1",
doi = "10.3389/fpsyg.2019.00812",
language = "English (US)",
volume = "10",
journal = "Frontiers in Psychology",
issn = "1664-1078",
publisher = "Frontiers Research Foundation",
number = "APR",

}

TY - JOUR

T1 - Organizational meeting orientation

T2 - Setting the stage for team success or failure over time

AU - Mroz, Joseph E.

AU - Landowski, Nicole

AU - Allen, Joseph A

AU - Fernandez, Cheryl

PY - 2019/1/1

Y1 - 2019/1/1

N2 - Teams are an integral tool for collaboration and they are often embedded in a larger organization that has its own mission, values, and orientations. Specifically, organizations can be oriented toward a variety of values: learning, customer service, and even meetings. This paper explores a new and novel construct, organizational meeting orientation (the set of policies and procedures that promote or lead to meetings), and its relationship to perceived team meeting outcomes and work attitudes. An organization's policies, procedures, and overall orientation toward the use of team meetings-along with the quality and perceived effectiveness of those meetings-set the stage for how teams develop and collaborate. Across two exploratory studies, we demonstrate that perceptions of an organization's orientation toward meetings is associated with the perceived quality and satisfaction of team meetings, along with work engagement and intentions to quit. Employees who feel meetings lack purpose or are overused tend to be less engaged with their work and more likely to consider leaving the organization. Based on the findings, we conclude with a robust discussion of how meeting orientation may set the stage for team interactions, influencing how their team operates over time on a given project or series of projects. An organization's orientation toward meetings is a new construct that may exert an influence on team dynamics at the organizational level, representing a factor of the organization that affects how and when teams meet and collaborate.

AB - Teams are an integral tool for collaboration and they are often embedded in a larger organization that has its own mission, values, and orientations. Specifically, organizations can be oriented toward a variety of values: learning, customer service, and even meetings. This paper explores a new and novel construct, organizational meeting orientation (the set of policies and procedures that promote or lead to meetings), and its relationship to perceived team meeting outcomes and work attitudes. An organization's policies, procedures, and overall orientation toward the use of team meetings-along with the quality and perceived effectiveness of those meetings-set the stage for how teams develop and collaborate. Across two exploratory studies, we demonstrate that perceptions of an organization's orientation toward meetings is associated with the perceived quality and satisfaction of team meetings, along with work engagement and intentions to quit. Employees who feel meetings lack purpose or are overused tend to be less engaged with their work and more likely to consider leaving the organization. Based on the findings, we conclude with a robust discussion of how meeting orientation may set the stage for team interactions, influencing how their team operates over time on a given project or series of projects. An organization's orientation toward meetings is a new construct that may exert an influence on team dynamics at the organizational level, representing a factor of the organization that affects how and when teams meet and collaborate.

KW - Groups

KW - Job attitudes

KW - Meetings

KW - Teams

KW - Time

UR - http://www.scopus.com/inward/record.url?scp=85067574306&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=85067574306&partnerID=8YFLogxK

U2 - 10.3389/fpsyg.2019.00812

DO - 10.3389/fpsyg.2019.00812

M3 - Article

VL - 10

JO - Frontiers in Psychology

JF - Frontiers in Psychology

SN - 1664-1078

IS - APR

M1 - 812

ER -