2006
DOI: 10.3917/rfla.112.0069
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Interaction in work meetings

Abstract: Résumé Cet article présente d’abord brièvement les objectifs généraux de l’Analyse Conversationnelle (AC). Il développe ensuite un aperçu historique et un bref panorama des études portant sur les réunions dans la perspective de l’AC. En se focalisant sur les « styles de management », il montre comment peut être pratiquée une analyse séquentielle des réunions. Sur cette base, l’article invite à reconnaître la nécessité de combiner analyse conversationnelle et ethnographie afin de conceptualiser les résultats pr… Show more

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Cited by 8 publications
(3 citation statements)
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“…In particular, Conversation Analysis has been widely used to describe the ways in which decision making is achieved in organized sequences of talk-in-interaction based on the turn-taking mechanism. Many of these studies regard organizational meetings (Asmuss & Svennevig, 2009), in particular management styles (Schmitt, 2006), managers’ interpretative work (Nielsen, 2009), enactment of leadership (Clifton, 2006; Svennevig, 2008) and chairing (Pomerantz & Denvir, 2007), negotiation of participants’ mutual influence (Clifton, 2009), facilitation of agreement (Barnes, 2007), collaborative construction of commitment (Huisman, 2001), and use of politeness (Wasson, 2000). These studies concern mainly, although not exclusively (see Castor, 2007), business meetings.…”
mentioning
confidence: 99%
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“…In particular, Conversation Analysis has been widely used to describe the ways in which decision making is achieved in organized sequences of talk-in-interaction based on the turn-taking mechanism. Many of these studies regard organizational meetings (Asmuss & Svennevig, 2009), in particular management styles (Schmitt, 2006), managers’ interpretative work (Nielsen, 2009), enactment of leadership (Clifton, 2006; Svennevig, 2008) and chairing (Pomerantz & Denvir, 2007), negotiation of participants’ mutual influence (Clifton, 2009), facilitation of agreement (Barnes, 2007), collaborative construction of commitment (Huisman, 2001), and use of politeness (Wasson, 2000). These studies concern mainly, although not exclusively (see Castor, 2007), business meetings.…”
mentioning
confidence: 99%
“…Meetings require active participation in decision making (Schnurr & Chan, 2011); decision making is not achieved through single actions, such as proposals or “position reports,” but when actions are understood and assessed through other actions (Francis, 1995) in a communicative process. Meetings are multiparty conversations, which can produce quite different interactional situations (Schmitt, 2006). The article’s main focus is the communicative processes whereby decisions are achieved before they are announced (Clifton, 2006): it aims to analyze ways to achieve coordinated decisions (Alby & Zucchermaglio, 2006) in these processes.…”
mentioning
confidence: 99%
“…Mondada (2012) reminds us that “from its very beginnings, Conversation analysis has been a pioneering movement that has explicitly recognized the use of recorded data” (p. 52). Because of conversational analysis’s focus on speech (historically with telephone conversations, according to Schmitt, 2006, and in comparison to its grounds in Garfinkel’s ethnomethodology , see Kvale & Brinkmann, 2009, p. 221), Duboscq and Clot did not include gesture in the transcription principles.…”
Section: Methodsmentioning
confidence: 99%