Purpose - The purpose of this paper is to understand the role of management group meetings (MGMs) in hospital organization by examining the social interaction in these meetings. Design/methodology/approach - This case study approaches social interaction from a structuration point of view. Social network analysis and qualitative content analysis are applied. Findings - The findings show that MGMs are mainly forums for information sharing. Meetings are not held for problem solving or decision making, and operational coordinating is limited. Meeting interaction is very much focused on the chair, and most of the discussion takes place between the chair and one other member, not between members. The organizational structures are maintained and reproduced in the meeting interaction, and they appear to limit discussion. Meetings appear to fulfil their goals as a part of the organization's information structure and to some extent as an instrument for management. The significance of the relational side of MGMs was recognized. Research limitations/implications - The results of this study provide a basis for future research on hospital MGMs with wider datasets and other methodologies. Especially the relational role of MGMs needs more attention. Practical implications - The goals of MGMs should be reviewed and MG members should be made aware of meeting interaction structures. Originality/value - The paper provides new knowledge about interaction networks in hospital MGMs, and describes the complexity of the importance of MGMs for hospitals.

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This naturalistic study focuses on problem talk (PT) in hospital management group meetings. The study aims to understand how PT constitutes the hospital organization through the different uses of PT within the meetings, and, therefore, to understand the organizing role of these meetings. The communication as constitutive of organization (CCO) perspective forms the theoretical background of the research. The results of the qualitative analysis show that PT comprises many intertwined tasks that aim to perform the meetings, enhance problem solving, and maintain the relational level of group life. Thus, PT is much more than merely solving problems. In PT, problems are discussed from the viewpoints of the group and the organization. Meetings as an institution and as a nonhuman agent affect organizing because they influence both the group’s communication and organizational processes. Future research on groups should develop the use of the CCO concept of nonhuman agency.

Algorithms are a ubiquitous part of organizations as they enable, guide, and restrict organizing at the level of everyday interactions. This essay focuses on algorithms and organizing by reviewing the literature on algorithms in organizations, examining the viewpoint of relationality and relational agency on algorithms and organizing, exploring the properties of algorithms, and concluding what these mean from an organizational communication viewpoint. Algorithms need data to be collected. The data are always biased, and algorithms exclude everything that is not in their code. They define what is seen as important. Their operating principles are opaque, and they are political due to human interference. Algorithms are not just used. Rather, they are co-actors in organizing. We argue that algorithms demand rethinking communication in the communicative constitution of organizations and call for more empirical research emphasizing the properties of algorithms, the relationality of algorithms, and the temporality of the materialization of algorithms.

Prologos ry palkitsi sukupuolivähemmistöön kuuluvien verkkopelaajien kokemuksia tarkastelevan maisterintutkielman