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Multicommunicating During Team Meetings and Its Effects on Team Functioning

In: Information Systems and Neuroscience

Author

Listed:
  • Ann-Frances Cameron

    (HEC Montreal)

  • Shamel Addas

    (Smith School of Business, Queen’s University)

  • Matthias Spitzmuller

    (Smith School of Business, Queen’s University)

Abstract

This research-in-progress examines the phenomenon of multicommunicating during team meetings (Meeting MC). Drawing upon social interdependence theory, multilevel theorizing, and research on multitasking, we examine the positive and negative effects of Meeting MC on individual team members’ reactions, as well as on team processes and team outcomes. We propose a two-phase experimental approach to investigate the individual-level affective, cognitive, and behavioral responses in other team members, as well as the how these individual-level effects of Meeting MC spill over and affect team-level functioning and performance. This research advances our understanding of Meeting MC and how it affects individuals and groups. It also provides guidelines to managers and decision makers to leverage the beneficial aspects of Meeting MC while limiting and mitigating its detrimental effects.

Suggested Citation

  • Ann-Frances Cameron & Shamel Addas & Matthias Spitzmuller, 2020. "Multicommunicating During Team Meetings and Its Effects on Team Functioning," Lecture Notes in Information Systems and Organization, in: Fred D. Davis & René Riedl & Jan vom Brocke & Pierre-Majorique Léger & Adriane Randolph & Thomas Fis (ed.), Information Systems and Neuroscience, pages 19-29, Springer.
    • Handle: RePEc:spr:lnichp:978-3-030-28144-1_3
    DOI: 10.1007/978-3-030-28144-1_3
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