High performance and meeting participation: An observational study in software design teams.

Sonnentag, Sabine

doi:10.1037/1089-2699.5.1.3

Cited by 28 publications

(35 citation statements)

References 48 publications

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“…We are aware of only one study that explicitly examined experts' engagement in teamwork processes. In an observational study in meetings of software design teams, Sonnentag (2001) found that experts participated more in the overall meeting and contributed more to teamwork processes, particularly when the meetings were ill structured. Thus, there is some first evidence that experts differ from nonexperts with respect to their individual contributions to teamwork processes.…”

Section: Predictors Of Individual Contributions To Teamwork Processesmentioning

confidence: 99%

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Individual-Level Predictors of Task-Related Teamwork Processes

Sonnentag

Volmer

2009

Group & Organization Management

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This study investigates expertise (i.e., high level of individual task performance) and self-efficacy as predictors of an individual's contribution to teamwork processes (problem analysis, goal specification) during team meetings. Multilevel, multisource data from a longitudinal field study in 22 professional software design teams reveal large within-team variability in individual contributions to teamwork processes. Expertise positively predicted a team member's contribution to meeting processes 1 year later, also when controlling for the initial level of contribution. Contrary to the hypothesis, self-efficacy was negatively related to problem analysis during team meetings.

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Section: Predictors Of Individual Contributions To Teamwork Processesmentioning

confidence: 99%

“…Usually, team members participate in meetings to evaluate the team's progress, to discuss remaining problems, and to set goals for the next action phases (Sonnentag, 2001;Walz et al, 1993). The way team members behave during meetings is related to meeting effectiveness (Nixon & Littlepage, 1992).…”

Section: Meetings As Context For Teamwork Processesmentioning

confidence: 99%

Individual-Level Predictors of Task-Related Teamwork Processes

Sonnentag

Volmer

2009

Group & Organization Management

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“…Moreover, our results extend general description concerning super-expertise in software design (Sonnentag, 1998(Sonnentag, , 2001 as well as boundary spanning (Sonnenwald, 1996), clarifying the nature, place, and forms of participation of super-experts and boundary spanners; their roles; and profiles in a specific design process. On one hand, results have shown their preeminence as well as the preeminence of other key participants (e.g., super-experts) across activity spaces to sustain knowledge exchanges, whereas a small subset of these ''known'' participants also provided group-oriented support.…”

Section: A New Approach Of Participation In Ossdmentioning

confidence: 55%

“…Yet a ''core-periphery'' model grounded in exclusive ring cannot embrace those actions at the boundary-for instance, between design discussions and use discussions. We assume that the existence of participants with such profiles are key elements for the performance of the design process, such as Downloaded by [Umeå University Library] at 03:05 19 November 2014 previously revealed in software design studies about boundary spanners (Sonnewald, 1996) and super-experts (Sonnentag, 2001).…”

Section: A New Approach Of Participation In Ossdmentioning

confidence: 99%

“…Some trends among super-experts have been revealed. They participate to a high degree in design meetings; are able to integrate knowledge from various domains, in particular design and application domains; are provider of support activities for other participants, which could indicate specific design and group-oriented roles; have a broad experience in various design projects (Sonnentag, 1998(Sonnentag, , 2001.…”

Section: General Trends Of Participation In Software Design Situationsmentioning

confidence: 99%

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A Situated Approach of Roles and Participation in Open Source Software Communities

Barcellini

Détienne

Burkhardt³

2014

Human–Computer Interaction

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International audienceOur research aims at understanding the various forms of participation in Open Source Software (OSS) design, seen as distributed design in online spaces of actions - discussion, implementation and boundary between these spaces. We propose a methodology - based on situated analyses of a formal design process used in the Python project- to identify the distribution of actual roles (implementation, interactive, group and design oriented) performed by participants into and between the spaces (defining boundary spaces). This notion of roles is grounded in collaborative design activities performed online by participants. This way, our findings complete the core-periphery model of participation in OSS. Concerning the distribution of roles between spaces, we reveal a map of participation in OSS: the majority of participants are pure discussants but all participants in the implementation spaces do also act in the discussion space and only few participants act at boundary spaces. Concerning the distribution of roles between participants in the discussion space, we reveal that interactions are structured by a central hub (occupied by key-participants) and that, whereas design-oriented roles are spread among all participants, group-oriented roles are performed by one or two participants in the respective spaces and at their boundary. Finally, combination of roles reveals five individual profiles performed by participants. Our approach could be extended to other design situations to explore relationships between forms of participation- in particular those revealing use-oriented contributions- performance, and quality of the design product. Finally, it could be a basis for specifying tools to monitor and manage community activity for both research issues and support of online community

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Let's get this meeting started: Meeting lateness and actual meeting outcomes

2018

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Summary Meeting lateness is pervasive and potentially highly consequential for individuals, groups, and organizations. In Study 1, we first examined base rates of lateness to meetings in an employee sample and found that meeting lateness is negatively related to both meeting satisfaction and effectiveness. We then conducted 2 lab studies to better understand the nature of this negative relationship between meeting lateness and meeting outcomes. In Study 2, we manipulated meeting lateness using a confederate and showed that participants' anticipated meeting satisfaction and effectiveness were significantly lower when meetings started late. In Study 3, participants holding actual group meetings were randomly and blindly assigned to either a 10 min late, 5 min late, or a control condition (n = 16 groups in each condition). We found significant differences concerning participants' perceived meeting satisfaction and meeting effectiveness, as well as objective group performance outcomes (number, quality, and feasibility of ideas produced in the meeting). We also identified differences in negative socioemotional group interaction behaviors depending on meeting lateness. In concert, our findings establish meeting lateness as an important organizational phenomenon and provide important conceptual and empirical implications for meeting research and practice.

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High performance and meeting participation: An observational study in software design teams.

Cited by 28 publications

References 48 publications

Individual-Level Predictors of Task-Related Teamwork Processes

Individual-Level Predictors of Task-Related Teamwork Processes

A Situated Approach of Roles and Participation in Open Source Software Communities

Let's get this meeting started: Meeting lateness and actual meeting outcomes

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