Staging a Team Performance: A Linguistic Ethnographic Analysis of Weekly Meetings at a British Embassy

Praet, Ellen Van

doi:10.1177/0021943608325754

Cited by 18 publications

(14 citation statements)

References 27 publications

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“…He had to adjust to the goals of the business community, his manager's as well as his own, and thus shift between author, animator, and principal roles (Goffman, 1959) accordingly. The other participants were the audience, occasionally laughing at Tero's humorous acts (Van Praet, 2009). Tero also functioned as an interpersonal and intercultural mediator in the creation of new discourse, because meanings changed in the processes of translation and interpreting.…”

Section: Discussionmentioning

confidence: 99%

Linguistic Repertoires and Semiotic Resources in Interaction: A Finnish Manager as a Mediator in a Multilingual Meeting

Räisänen

2010

Journal of Business Communication

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This article examines professional communication in a multilingual meeting in a small company inFinland within ethnographic, sociolinguistic, and discourse analytic frameworks. English is used as a lingua franca by a group of Finnish and Chinese business professionals. The aim is to study how language is used with other semiotic resources to construct meaning in interaction. In particular, with the focus on an individual participant who was the mediator in the meeting, the goal is to analyze participants' role alignment and interpersonal relationships. The results show that business professionals' roles are renegotiable in a meeting and by means of language accompanied by embodied actions such as gaze and gestures. The findings also reveal how different languages are used for particular purposes in the meeting.

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Section: Discussionmentioning

confidence: 99%

Linguistic Repertoires and Semiotic Resources in Interaction: A Finnish Manager as a Mediator in a Multilingual Meeting

Räisänen

2010

Journal of Business Communication

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“…The latter are at the core of organizational intentions for holding team meetings in the first place (Cohen, Rogelberg, Allen, & Luong, 2011;Sonnentag, 2001;Van Praet, 2009; see also Reiter-Palmon & Sands, in this volume).…”

Section: Directions For Future Researchmentioning

confidence: 99%

Dynamic Affect in Team Meetings

Lei¹,

Lehmann‐Willenbrock

2015

The Cambridge Handbook of Meeting Science

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Team meetings are affect-laden environments where team members may motivate and energize, or frustrate and agitate each other. The importance of affect in teams generally and in team meetings particularly has led to a growing body of research that focuses on group affect. Existing conceptual and empirical work has contributed to our understanding of the nature of group affect and its implications for critical organizational phenomena, including emotion convergence and divergence, emotional contagion, emotional norms, and leadership. In this chapter, we review and integrate this literature and suggest directions for future research on affective dynamics during team meetings. We first briefly review contemporary research that has used a compositional approach to group affect. We highlight the need for a dynamic approach to group affect and call for more research in this area. We assess what has been learned and discuss suggestions for future theoretical development and methodological approaches for meetings researchers invested in this important interpersonal, dynamic construct.

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“…Beyond the influence on meeting effectiveness, it has been argued that the interaction in team meetings can be seen as a manifestation of team performance. Van Praet (2009) argues that a meeting leader who supervises the meeting process and gives encouragement is important to motivate participants and achieve high team performance. In line with this reasoning, laboratory experiments showed that leadership behavior of facilitating interaction and compromise is related to high perception of group performance (Fox, 1957).…”

Section: Leaders' Position and Success Of Meetingsmentioning

confidence: 99%

The Ties of Meeting Leaders: A Social Network Analysis

Sauer¹,

Kauffeld²

2015

PSYCH

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This study extends meeting research by applying social network analysis to meeting leaders' behavior in actual, videotaped meetings (N = 46) and examining the position of meeting leaders in the meeting network. Analyses reveal that meeting leaders are key players in meetings taking on the roles of central actor, broker, and elicitor. The role of central actor is linked to the number of planned actions during the meeting whereas the role of elicitor is associated with participants' satisfaction with the meeting leader and team productivity after the meeting. Our study highlights the different roles meeting leaders need to juggle to run meetings effectively.

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Staging a Team Performance: A Linguistic Ethnographic Analysis of Weekly Meetings at a British Embassy

Cited by 18 publications

References 27 publications

Linguistic Repertoires and Semiotic Resources in Interaction: A Finnish Manager as a Mediator in a Multilingual Meeting

Linguistic Repertoires and Semiotic Resources in Interaction: A Finnish Manager as a Mediator in a Multilingual Meeting

Dynamic Affect in Team Meetings

The Ties of Meeting Leaders: A Social Network Analysis

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