The impact of interactions before, during and after meetings on meeting effectiveness: a coordination theory perspective

Abstract

PurposeMost studies on workplace meetings have examined them as physical gatherings but have not linked them to interactions before and after meetings. Drawing upon coordination theory, this study aims to examine the impact of interactions before, during and after meetings on meeting effectiveness.Design/methodology/approachA survey design was used, and regular workplace meeting attendees were recruited. A mediation model was developed to test the effect of interactions on perceived meeting effectiveness.FindingsInteractions before meetings positively influenced attendee involvement during the meeting, and attendee involvement mediated the positive relationship between attendee interactions during the meeting and perceived meeting effectiveness. A novel finding of this study is that incorporating meeting outcomes in subsequent work positively influenced perceived meeting effectiveness because it fostered common understanding of the meeting agenda.Originality/valueThe present results link prior empirical findings on interactions before and during meetings to new predictions regarding the effect of interactions after meetings. Coordination theory expands current conceptualizations of workplace meetings by broadening the notion of meetings to cover a more extended period of interdependent interactions.