Meetings are salient sites of temporal behaviour in organizations. They consume large amounts of time, punctuate and interrupt the temporal flow of work, provide venues of time coordination and allocation, and mark time in organizations (e.g., the weekly staff meeting). In this article, we seek to answer the question, ''Should organizational scientists and temporality scholars care about meeting lateness?'' Across two studies, we find that meeting lateness is a high base rate and seemingly consequential workplace event, with both objective and subjective elements, and potential implications for individuals, relationships, groups, and the organization more broadly. Meeting lateness correlates include job satisfaction, intent to quit, satisfaction with meetings in general, age, and conscientiousness. In light of the frequency, consequences, and conceptual complexity of meeting lateness, along with the dearth of extant research on the topic, it is a phenomenon primed for further study.

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