Dynamics in Groups: Are We There Yet?

Cronin, Matthew A.; Weingart, Laurie R.; Todorova, Gergana

doi:10.1080/19416520.2011.590297

Cited by 211 publications

(250 citation statements)

References 135 publications

Supporting

Mentioning

239

Contrasting

Unclassified

Order By: Relevance

“…As such, a theoretical implication of our findings is that group development models can be transferred to meeting interaction processes. Moreover, our findings align with scholarly work and continued calls for research on time as an influential factor for understanding interaction (e.g., Cronin et al, 2011;Roe, Waller, & Clegg, 2009), which certainly applies to meetings as well. In fact, a recent study has identified lateness to meetings as one particularly salient component of chronicity in the meetings domain (Rogelberg et al, 2014).…”

Section: Applying Pattern Analysissupporting

confidence: 58%

“…The contemporary perspective of team processes argues for a central focus on temporal team dynamics unfolding over time (e.g., Cronin et al, 2011;Marks et al, 2001) With one notable exception (Jarzabkowski & Seidl, 2008), meetings research to date has not yielded insights into different phases in meetings. However, we can borrow from the existing literature on negotiation (e.g., Adair & Brett, 2005;Liu, 2013;Olekalns, Brett, & Weingart, 2003).…”

Section: Temporal Phases In Team Meetingsmentioning

confidence: 99%

“…In the context of meetings, it is this interaction among meeting participants that creates so-called emergence (see also Cronin et al, 2011).…”

Section: Emergent Behavioral Patterns In Meetingsmentioning

confidence: 99%

See 2 more Smart Citations

Social Dynamics at Work

Meinecke¹,

Lehmann‐Willenbrock

2015

The Cambridge Handbook of Meeting Science

View full text Add to dashboard Cite

Meetings offer an exciting gateway to dynamic social processes in organizations. During their meeting interactions, employees exchange information, build common ground, create new ideas, manage relationships, and make or break team climate. In this chapter, we highlight the potentials and possibilities for research on dynamic social processes during team meetings.Through the lens of a meetings researcher, we discuss how research questions and methodological issues in studying meeting interaction processes can be addressed. By focusing on the observable behavioral conduct of meeting participants (i.e., their verbal communication), we show how micro-level interaction processes, emergent patterns, and the dynamics of social influence throughout a meeting can be revealed. Our chapter includes a how-to guideline for researchers and practitioners interested in carrying out interaction analysis in team meetings. We illustrate our reasoning by providing data from a sample of 24 videotaped team meetings. Finally, we discuss limitations of behavioral research in team meetings. The chapter closes with an outlook and future research questions in the area of dynamic social processes in organizational meetings.

show abstract

Section: Applying Pattern Analysissupporting

confidence: 58%

Section: Temporal Phases In Team Meetingsmentioning

confidence: 99%

See 1 more Smart Citation

Social Dynamics at Work

Meinecke¹,

Lehmann‐Willenbrock

2015

The Cambridge Handbook of Meeting Science

View full text Add to dashboard Cite

show abstract

“…Future research could expand our understandings by exploring the timing, frequency, and nature of dynamics (Klarner & Raisch, 2013). For example, a process perspective of paradox could help explore how team dynamics (Cronin, Weingart, & Todorova, 2011) Dialectical process. Hegel (1812Hegel ( /1998 argued that tensions drive change: "Contradiction is the determination of all movement and vitality; it is only in so far as something has a contradiction within it that it moves, has an urge and activity" (p. 439).…”

Section: Dynamics: Examining the Persistence Of Paradox Through A Promentioning

confidence: 99%

Paradox Research in Management Science: Looking Back to Move Forward

Schad

Lewis

Raisch

et al. 2016

The Academy of Management Annals

276

419

View full text Add to dashboard Cite

This is the accepted version of the paper.This version of the publication may differ from the final published version. phenomena. Yet extant studies selectively leverage ancient wisdom, adopting some key insights while abandoning others. Using a structured content analysis to review the burgeoning management literature, we surface six key themes, which represent the building blocks of a metatheory of paradox. These six themes received varying attention in extant studies: Paradox scholars emphasize types of paradoxes, collective approaches, and outcomes, but pay less attention to relationships within paradoxes, individual approaches, and dynamics. As this analysis suggests, management scholars have increasingly simplified the intricate, often messy phenomena of paradox. Greater simplicity renders phenomena understandable and testable, however, oversimplifying complex realities can foster reductionist and incomplete theories. We therefore propose a future research agenda targeted at enriching a meta-theory of paradox by reengaging these less developed themes. Doing so can sharpen the focus of this field, while revisiting its rich conceptual roots to capture the intricacies of paradox. This future research agenda leverages the potential of paradox across diverse streams of management science. Permanent repository link4

show abstract

“…To our knowledge, little research has explicitly focused on conversation utterances as the unit of analysis (see Metiu & Rothbard, in press, for an exception; their study however was qualitative by nature). We thus take a first step toward a more fine-grained analysis of team processes in general and positivity in particular (e.g., Kozlowski & Bell, 2003;Cronin et al, 2011).…”

Section: Team Coordination As Energy-in-conversationmentioning

confidence: 99%

The Upward Spirals in Team Processes: Examining Dynamic Positivity in Problem Solving Teams

Lei

Lehmann‐Willenbrock

Chiu

2013

AMPROC

View full text Add to dashboard Cite

Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Terms of use: Documents in AbstractThe upward spirals in team processes: Examining dynamic positivity in problem solving teams

show abstract

Dynamics in Groups: Are We There Yet?

Cited by 211 publications

References 135 publications

Social Dynamics at Work

Social Dynamics at Work

Paradox Research in Management Science: Looking Back to Move Forward

The Upward Spirals in Team Processes: Examining Dynamic Positivity in Problem Solving Teams

Contact Info

Product

Resources

About