The meeting after the meeting: A conceptualization and process model

This article offers initial theorizing on an understudied phenomenon in the workplace: the meeting after the meeting (MATM). As an informal and unscheduled event, the MATM takes place outside managerial control and has potentially far-reaching consequences. However, our current knowledge of the MATM relies primarily on practitioner observations, and conceptual work that integrates the MATM into the larger meeting science literature is missing. This article fills this gap by outlining key defining features of the MATM that can be used to structure future research. Moreover, and based on theorizing concerning the affect-generating nature of meetings, we develop an affect-based process model that focuses on the antecedents and boundary conditions of the MATM at the episodic level and shines light on meetings as a sequential phenomenon

The Relationship between Trait Empathy and Memory Formation for Social vs. Non-Social Information

Background: To navigate successfully through their complex social environment, humans need both empathic and mnemonic skills. Little is known on how these two types of psychological abilities relate to each other in humans. Although initial clinical findings suggest a positive association, systematic investigations in healthy subject samples have not yet been performed. Differentiating cognitive and affective aspects of empathy, we assumed that cognitive empathy would be positively associated with general memory performance, while affective empathy, due to enhanced other-related emotional reactions, would be related to a relative memory advantage for information of social as compared to non-social relevance. Methods: We investigated in young healthy participants the relationship between dispositional cognitive and affective empathy, as measured by Davis’ Interpersonal Reactivity Index (Journal of Personality and Social Psychology, 44, 113–126, 1983), and memory formation for stimuli (numbers presented in a lottery choice task) that could be encoded in either a social (other-related) or a non-social (self-related) way within the task. Results: Cognitive empathy, specifically perspective taking, correlated with overall memory performance (regardless of encoding condition), while affective empathy, specifically empathic personal distress, predicted differential memory for socially vs. non-socially encoded information. Conclusion: Both cognitive and affective empathy are associated with memory formation, but in different ways, depending on the social nature of the memory content. These results open new and so far widely neglected avenues of psychological research on the relationship between social and cognitive skills.<br

Hybrid Teamwork: What We Know and Where We Can Go From Here

Hybrid teamwork, which describes any combination of one’s work time spent across organizational and other (typically domestic) work settings, has become a critical aspect of modern work environments. However, despite the rising prevalence and technological support for hybrid teamwork, there is limited understanding of its impact at the team level. Although we still lack research that addresses the dynamic geographic configurations inherent to hybrid teamwork, we believe that much of the extant literature on virtual teamwork can inform our understanding and guide future research. Accordingly, this paper aims to advance knowledge on hybrid teamwork by defining its unique characteristics and critically reviewing three broad classes of theory from the virtual teams literature and their implications for understanding hybrid teamwork. Based on both contributions and limitations of these three theory classes, we conclude this paper by mapping out pressing questions to guide future research.social sciences and humanities research council of canada https://doi.org/10.13039/50110000015

Digitization and automation of training and development in organizations: chances, challenges, and application examples

Dieser Beitrag in der Zeitschrift „Gruppe. Interaktion. Organisation. (GIO)“ gibt einen Überblick über die vielfältigen Digitalisierungs- und Automatisierungsmöglichkeiten, die aktuelle technologische Entwicklungen für die Weiterbildung in Organisationen eröffnen, und diskutiert Chancen und Risken ihres Einsatzes. Um wettbewerbsfähig, effizient und produktiv zu bleiben, müssen Organisationen sicherstellen, dass ihre Beschäftigten sich fortwährend weiterbilden und entwickeln. Die Weiterbildung aller Beschäftigten in allen notwendigen Kompetenzbereichen durch entsprechende Maßnahmen beansprucht jedoch viele Ressourcen. Um diese Ressourcen optimal einsetzen zu können, muss der Kompetenzentwicklungsbedarf der Beschäftigten kontinuierlich und zutreffend ermittelt werden, damit dieser auch durch passende Weiterbildungsmaßnahmen gezielt und adäquat adressiert werden kann. Auch diese übergeordneten Prozesse der Weiterbildung sind ressourcenintensiv. Daher wurde bereits in der Vergangenheit eine Vielzahl von Technologien eingesetzt, um die organisationale Weiterbildung (bspw. durch digital zur Verfügung gestellte Materialien zum Selbststudium) und die damit zusammenhängenden Prozesse durch Digitalisierung effizienter gestalten und verwalten zu können. In diesem Beitrag betrachten wir vor allem die vielfältigen Digitalisierungs- und Automatisierungsmöglichkeiten, die aktuelle technologische Entwicklungen eröffnen, und führen diese – strukturiert am Prozess der Personalentwicklung – mit Beispielen aus Forschung und Praxis aus.This article in the journal “Gruppe. Interaktion. Organisation. (GIO)” provides an overview of the manifold digitization and automation possibilities that current technological developments provide for training and development and discusses the opportunities and risks of their use. To remain competitive, efficient, and productive, organizations need to ensure that their employees continue to learn and develop. However, training all employees in all necessary competencies requires a lot of resources. To be able to use these resources optimally, the developmental needs of the employees must be determined continuously and accurately so that these can be addressed in a targeted and adequate manner through suitable training and development activities. These administrative processes of training and development are also resource-intensive. For this reason, organizations made use of a variety of technologies in the past to make training and development and the associated administrative processes more efficient and manageable through digitization (e.g., by providing digital learning materials). In this article, we highlight the diverse digitization and automation possibilities that current technological developments offer and illustrate them—structured along the process of personnel development—with examples from research and practice

Capturing non-linear temporally embedded processes in organizations using recurrence quantification analysis

Code and subset of data for "Capturing non-linear temporally embedded processes in organizations using recurrence quantification analysis"

Interactive Effects of Team Virtuality and Work Design on Team Functioning

© The Author(s) 2019. This review study aimed to investigate how team work design shapes the impact of team virtuality on team functioning. Based on 48 studies, we identified key work design variables that influence both team functioning, that is, team performance and intermediary outcomes (i.e., team processes and emergent states), under conditions of high virtuality (or in interaction with virtuality). First, while outcome interdependence showed positive effects on the functioning of virtual teams, particularly via motivational increases, task interdependence showed mixed results. Second, high levels of knowledge characteristics (e.g., task complexity) appear to worsen team functioning within virtual contexts, likely because these characteristics add to the demands of an already demanding context. Third, job resources (e.g., feedback) showed positive associations with team functioning, suggesting these variables might buffer the high demands of virtual work. Given these results, more investigations that explicitly examine the interaction between work design and team virtuality are needed

Digital Copying and the Supply of Sound Recordings

One concern with digitization in markets for information goods is that unauthorized, digital copying will reduce the number and quality of original works supplied. Despite a substantial literature on the effects of piracy on demand for recorded music, information on the supply-effects of digital copying is limited. This paper presents empirical evidence that digital copying has not reduced the supply of new, copyrighted sound recordings in Germany. Even with a strong reduction in sales of sound recordings that coincided with the diffusion of digital copying technology, the annual number of new titles released to the market continued to expand. Results indicate that the number of new titles released has not deviated significantly from a long-term upward trend. The paper also presents evidence that the amount of time listening to sound recordings has not fallen over this period, suggesting no strong decline in the quality of new work