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Article
Publication date: 9 August 2022

Dian Agustia, Iman Harymawan, Mohammad Nasih and John Nowland

Joint board management meetings bring boards of directors and top management teams together to share information and discuss company matters. The authors investigate…

Abstract

Purpose

Joint board management meetings bring boards of directors and top management teams together to share information and discuss company matters. The authors investigate whether these joint meetings are associated with higher agency costs or information sharing benefits in the context of firm earnings management.

Design/methodology/approach

Using publicly disclosed data on the frequency of joint board management meetings in Indonesian firms, the authors examine the relationship between joint board management meetings and earnings management during 2010–2017.

Findings

The authors find that more joint board management meetings are associated with lower earnings management. This is consistent with joint board management meetings providing net information sharing benefits. Additional testing indicates that the results are the strongest when firms hold more joint board management meetings than regular board meetings.

Originality/value

The findings suggest that in addition to holding regular board and audit committee meetings, formal meetings between boards of directors and top management teams are beneficial to shareholders by restricting opportunistic accounting choices by firm management.

Details

Asian Review of Accounting, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1321-7348

Keywords

Article
Publication date: 25 August 2022

Willem Standaert, Sophie Thunus and Frédéric Schoenaers

The purpose of this paper is to examine the relationship between virtual meeting participation and wellbeing. Based on the conservation of resources theory, we hypothesize…

Abstract

Purpose

The purpose of this paper is to examine the relationship between virtual meeting participation and wellbeing. Based on the conservation of resources theory, we hypothesize that participation in more virtual meetings is associated with both negative and positive wellbeing indicators.

Design/methodology/approach

An online survey was sent to 3,530 employees across five Belgian universities in April 2020. Useful data from 814 respondents was collected and analyzed to test the hypothesized relationships.

Findings

The authors find support for their hypotheses, namely that participating in more virtual meetings is associated not only with negative wellbeing indicators (workload, stress and fatigue) but also with a positive wellbeing indicator, namely work influence.

Research limitations/implications

Given the unique work-from-home context during the pandemic, the generalizability of our findings may be limited. Nevertheless, this study contributes to the literature on Meeting Science and Virtual Work, as it is the first study to empirically relate virtual meetings to wellbeing indicators, including a positive one.

Practical implications

As virtual meetings and work-from-home are expected to remain prevalent, understanding wellbeing implications is of high managerial importance. Their findings can be useful for (HR) managers who develop flexible work policies for a post-pandemic world.

Social implications

The findings draw attention to the importance of maintaining a healthy balance between productivity and wellbeing in creating a sustainable work(-from-home) context.

Originality/value

The COVID-19 lockdown provided a unique opportunity to obtain insight on the relationship between virtual meetings and wellbeing at an unprecedented scale.

Details

Information Technology & People, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0959-3845

Keywords

Open Access
Article
Publication date: 3 August 2022

Guqiang Luo, Kun Tracy Wang and Yue Wu

Using a sample of 9,898 firm-year observations from 1,821 unique Chinese listed firms over the period from 2004 to 2019, this study aims to investigate whether the market…

Abstract

Purpose

Using a sample of 9,898 firm-year observations from 1,821 unique Chinese listed firms over the period from 2004 to 2019, this study aims to investigate whether the market rewards meeting or beating analyst earnings expectations (MBE).

Design/methodology/approach

The authors use an event study methodology to capture market reactions to MBE.

Findings

The authors document a stock return premium for beating analyst forecasts by a wide margin. However, there is no stock return premium for firms that meet or just beat analyst forecasts, suggesting that the market is skeptical of earnings management by these firms. This market underreaction is more pronounced for firms with weak external monitoring. Further analysis shows that meeting or just beating analyst forecasts is indicative of superior future financial performance. The authors do not find firms using earnings management to meet or just beat analyst forecasts.

Research limitations/implications

The authors provide evidence of market underreaction to meeting or just beating analyst forecasts, with the market's over-skepticism of earnings management being a plausible mechanism for this phenomenon.

Practical implications

The findings of this study are informative to researchers, market participants and regulators concerned about the impact of analysts and earnings management and interested in detecting and constraining managers' earnings management.

Originality/value

The authors provide new insights into how the market reacts to MBE by showing that the market appears to focus on using meeting or just beating analyst forecasts as an indicator of earnings management, while it does not detect managed MBE. Meeting or just beating analyst forecasts is commonly used as a proxy for earnings management in the literature. However, the findings suggest that it is a noisy proxy for earnings management.

Details

China Accounting and Finance Review, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1029-807X

Keywords

Article
Publication date: 1 February 1986

Ken Back and Kate Back

Imagine yourself trying to: — keep an eye on time — listen to a long and confusing but relevant contribution — bring somebody into the discussion whom you believe has…

Abstract

Imagine yourself trying to: — keep an eye on time — listen to a long and confusing but relevant contribution — bring somebody into the discussion whom you believe has an important point to make — stop a “side meeting” that’s just developed all at the same time, and whilst being observed by a number of your colleagues. This is what we expect of someone who is running a meeting. No wonder most people find it difficult to do and, in turn, no wonder many managers take a dim view of the effectiveness of meetings. (The ones they attend, of course, not the ones they run themselves!)

Details

Industrial and Commercial Training, vol. 18 no. 2
Type: Research Article
ISSN: 0019-7858

Article
Publication date: 1 February 1999

Ilyoo B. Hong

The Worldwide Web has recently emerged as a highly effective technology to permit individuals to exchange and share information from around the globe. This paper…

804

Abstract

The Worldwide Web has recently emerged as a highly effective technology to permit individuals to exchange and share information from around the globe. This paper investigates the applicability of the Web‐based technology to the support of team meetings in Korean corporations. We first examine key cultural characteristics of Korean enterprises as they relate to the way the firms conduct team meetings, and discuss a few design issues in the context of the characteristics. We argue that the organizational culture of Korean firms calls for a merger of text‐based electronic meeting support with video conferencing capability if meetings are to be productive. Ultimately, we envision an integrated team support system that meets the needs of Korean firms for collaborative tasks regardless of the time and location dimensions.

Details

Industrial Management & Data Systems, vol. 99 no. 1
Type: Research Article
ISSN: 0263-5577

Keywords

Article
Publication date: 1 January 1991

Walter A. Green and Harold Lazarus

Meetings called/attended by US business people in the course oftheir duties are examined in the light of: time spent, productiveness orotherwise, theoretical and actual…

Abstract

Meetings called/attended by US business people in the course of their duties are examined in the light of: time spent, productiveness or otherwise, theoretical and actual productiveness, functional group differences, comparison of male and female attitudes, comparative weakness of finance groups in achieving productive meetings, the need for training to inculcate meeting skills, the cost in wasted money of ineffective meetings, the correlation between managing meetings and personal advancement/self‐perception, the need for subordinates, not just managers, to learn meeting skills. The implications of these factors are seen to be that meetings are important to any organisation; managed effectively, they increase productivity and, managed poorly, they cost American business a fortune.

Details

Journal of Management Development, vol. 10 no. 1
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 1 December 1997

Sayed M. Elsayed‐Elkhouly, Harold Lazarus and Volville Forsythe

Executives in the Caribbean are spending more time planning and attending meetings now than they did five years ago. They will continue to spend a great deal of time in…

2013

Abstract

Executives in the Caribbean are spending more time planning and attending meetings now than they did five years ago. They will continue to spend a great deal of time in meetings five years from now. Yet, in the spring of 1995, our survey of managers in the Caribbean found that approximately 35 per cent of the time spent in meetings is unproductive.

Details

Journal of Management Development, vol. 16 no. 9
Type: Research Article
ISSN: 0262-1711

Keywords

Article
Publication date: 30 April 2020

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

245

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

This research paper concentrates on the meeting design characteristic of meeting size in order to uncover how this impacts employee engagement and task performance within an organization. The results revealed that meetings viewed by employees as being effective does boost their engagement level at work. Furthermore small meeting sizes consisting of well-chosen participants transpired to be the most effective format for yielding improved end-of-the-day task performance in the participants. Managers are therefore advised to seek feedback on the relevance of their meeting invitations, and carefully consider who is likely to add value to a meeting.

Originality/value

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Details

Strategic Direction, vol. 36 no. 6
Type: Research Article
ISSN: 0258-0543

Keywords

Article
Publication date: 1 September 1995

Nelda Spinks and Barron Wells

Organizational communication must not be directed towardsindividuals alone, but must be carried out effectively with groups– formal and informal – which exist in the…

7044

Abstract

Organizational communication must not be directed towards individuals alone, but must be carried out effectively with groups – formal and informal – which exist in the organization. Groups have characteristics in and of themselves; some are composites of the characteristics of the individuals who make up the group, and some are unique to the group and may not be represented by anyone within the group. Communication with groups often takes place in meetings. Therefore, organizational communication directed towards groups and transmitted within team meetings deserves study and attention. Deals with the following three aspects of groups: nature of groups; advantages and disadvantages of groups; and applied group communication, i.e. meetings.

Details

Executive Development, vol. 8 no. 5
Type: Research Article
ISSN: 0953-3230

Keywords

Article
Publication date: 1 June 1994

Ken Matejka and Ramona Julian

Meetings are not a magic elixir! Some meetings are worthwhile. Somemeetings are a waste of time. Some meetings should never have been held.Employs humour and wit to show…

640

Abstract

Meetings are not a magic elixir! Some meetings are worthwhile. Some meetings are a waste of time. Some meetings should never have been held. Employs humour and wit to show how meetings often resemble a dramatic performing art with a predetermined cast of ten stereotypical characters. Finishes with an explanation of five common myths about meetings which often lead to using 100lb of energy to produce three ounces of results.

Details

Management Decision, vol. 32 no. 4
Type: Research Article
ISSN: 0025-1747

Keywords

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