Premeeting Talk: An Organizationally Crucial Form of Talk

Mirivel, Julien C.; Tracy, Karen

doi:10.1207/s15327973rlsi3801_1

Cited by 77 publications

(96 citation statements)

References 31 publications

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“…According to Mirivel and Tracy (2005), "premeeting talk refers to the conversational (and behavioral) moments that occur before a meeting starts" (p. 2). They propose four types of pre-meeting talk: (1) small talk, (2) meeting preparatory talk, (3) work talk, and (4) shop talk.…”

Section: Pre-meeting Talk and Meeting Effectivenessmentioning

confidence: 99%

“…In contrast, meeting preparatory talk refers to communication preparing for the upcoming meeting, such as discussing the agenda in preparation for the meeting or acknowledging topics that participants want to bring up in the meeting. Meeting preparatory talk concerns the situation at hand, rather than work or non-work related topics from outside the meeting context (Mirivel and Tracy, 2005).…”

Section: Pre-meeting Talk and Meeting Effectivenessmentioning

confidence: 99%

“…For example, discussions of top performers, office politics, or other rival organizations would be considered shop talk. Meeting activities such as task distribution, information sharing, or decision making are subject to social dynamics not only during, but also before the meeting itself (Cooren, 2007;Mirivel and Tracy, 2005). This suggests that employees' experiences immediately before the meeting will influence their subjective judgments of meeting satisfaction and effectiveness (cf.…”

Section: Pre-meeting Talk and Meeting Effectivenessmentioning

confidence: 99%

“…Small talk can provide an environment of relationship building and allows for positive face-time (Mirivel and Tracy, 2005). This positive face-time may be particularly important for some individuals (e.g., participants who score lower on extraversion) and this positive experience may carry over or ripple into the actual meeting.…”

Section: Pre-meeting Talk and Meeting Effectivenessmentioning

confidence: 99%

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Linking pre-meeting communication to meeting effectiveness

Allen

Lehmann‐Willenbrock

Landowski

2014

Journal of Managerial Psychology

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Purpose – The purpose of this paper is to investigate the importance of communication that occurs just before workplace meetings (i.e. pre-meeting talk). The paper explores how four specific types of pre-meeting talk (small talk, work talk, meeting preparatory talk, and shop talk) impact participants’ experiences of meeting effectiveness. Moreover, the authors investigate the role of participants’ personality in the link between pre-meeting talk and perceived meeting effectiveness. Design/methodology/approach – Data were obtained using an online survey of working adults (n=252). Because pre-meeting talk has not been studied previously, a new survey measure of meeting talk was developed. Findings – Pre-meeting small talk was a significant predictor of meeting effectiveness, even while considering good meeting procedures. Extraversion was identified as a moderator in this context, such that the relationship between pre-meeting talk and perceived meeting effectiveness was stronger for less extraverted participants. Research limitations/implications – The findings provide the first empirical support for the ripple effect, in terms of meetings producing pre-meeting talk, and suggest that pre-meeting talk meaningfully impact employees’ meeting experiences and perceptions of meeting effectiveness. To address limitations inherent in the cross-section correlational design of the study, future research should experimentally test whether pre-meeting talk actually causes changes in meeting processes and outcomes. Practical implications – Managers should encourage their employees to arrive in time to participate in pre-meeting talk. Side conversations before a scheduled meeting starts can have beneficial effects for meeting outcomes and should be fostered. Originality/value – There is very limited research on the role of pre-meeting talk. The authors identify that small talk is a predictor of meeting effectiveness even after considering previously studied good meeting procedures.

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Section: Pre-meeting Talk and Meeting Effectivenessmentioning

confidence: 99%

Section: Pre-meeting Talk and Meeting Effectivenessmentioning

confidence: 99%

Section: Pre-meeting Talk and Meeting Effectivenessmentioning

confidence: 99%

Section: Pre-meeting Talk and Meeting Effectivenessmentioning

confidence: 99%

See 2 more Smart Citations

Linking pre-meeting communication to meeting effectiveness

Allen

Lehmann‐Willenbrock

Landowski

2014

Journal of Managerial Psychology

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“…Researchers who have considered between-meeting activities tend to focus on meeting follow-ups or premeeting conversations [15,17,18]. While this research has helped expand the idea of meeting boundaries, these concepts still compartmentalize meetings based on a pre-meeting, during meeting, and post-meeting framework.…”

Section: Introductionmentioning

confidence: 99%

Meetings as Persistent Conversations that use ICTs and Face-to-Face to Build Social Capital

Stephens¹,

Cruz²,

Waters³

et al. 2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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Meetings

Beck¹,

Paskewitz²

2017

The International Encyclopedia of Organizational Communication

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Meetings are communicative gatherings of individuals used to accomplish a variety of group, organizational, and/or public goals. Organizations rely on meetings as a way to complete tasks, make decisions, coordinate processes, and reaffirm their vision and identity. Reliance on organizational meetings has increased in the past decades, along with research looking at meetings as an important communication forum itself. This entry focuses on various types of communicative aspects of meetings, including meeting messages, activities, roles, facilitation, and types.

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Premeeting Talk: An Organizationally Crucial Form of Talk

Cited by 77 publications

References 31 publications

Linking pre-meeting communication to meeting effectiveness

Linking pre-meeting communication to meeting effectiveness

Meetings as Persistent Conversations that use ICTs and Face-to-Face to Build Social Capital

Meetings

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