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

Joseph A. Allen, Nale Lehmann-Willenbrock, Steven G. Rogelberg

Research output: Contribution to journalArticlepeer-review

5 Scopus citations

Abstract

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.

Original languageEnglish (US)
Pages (from-to)1008-1021
Number of pages14
JournalJournal of Organizational Behavior
Volume39
Issue number8
DOIs
StatePublished - Oct 2018

Keywords

  • group performance
  • group processes
  • lateness
  • meeting satisfaction
  • meetings

ASJC Scopus subject areas

  • Applied Psychology
  • Sociology and Political Science
  • Psychology(all)
  • Organizational Behavior and Human Resource Management

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