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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.

This paper aims to share information and reflections on the process of setting up case formulation meetings in a community intellectual disability team supporting adults with intellectual disabilities.

The case formulation meeting was set up and pioneered by a clinical psychologist working in the team. This paper offers a description of the process of setting up the meetings and experiences of initial meetings.

Evaluations of the meetings were consistently positive, but attendance from the team members was dependent on ongoing marketing of the meetings by the team's psychologist. Feedback suggested that there may be direct benefits to the clinical work of the team and that the conversations allowed for improved management of risk. This suggests that time spent on facilitating such meetings can help to improve the quality of a service.

Other papers have helpfully shared experiences of setting up formulation meetings in other settings. To the author's knowledge, this is the first paper which shares the experience of setting up and running a case formulation meeting in an adult community intellectual disability team setting. The paper's focus on meetings which floundered, and focus on lessons learnt for the continuation of the meetings is also of practical value.

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.

Effective team management can be the difference between success and failure in business. This monograph provides some practical ideas based on experience to enable you, the manager, to develop your team and improve its performance. The Team Management Systems approach to developing effective team operations is referred to and the principles involved are described, including linking, exploring, controlling, organising and advising.

In this study, Nonaka and Takeuchi’s socialization, externalization, combination and internalization (SECI) model of knowledge creation is used to gain insight into the process of knowledge creation in data teams. These teams are composed of school leaders and teachers, who work together to improve the quality of education. They collaboratively create knowledge related to data use and to an educational problem they are studying. The paper aims to discuss these issues.

A qualitative micro-process case study was conducted for two data teams. The modes, transitions and content of the knowledge creation process were analyzed for all data team meetings over a two-year period. In addition, all team members were interviewed twice to triangulate the findings.

Results show that the knowledge creation process was cyclical across meetings, but more iterative within meetings. Furthermore, engagement in the socialization and internalization mode provided added value in this process. Finally, the SECI model clearly differentiated between team members’ processes. Team members who engaged more often in the socialization and internalization modes and displayed more personal engagement in those modes gained greater and deeper knowledge.

The SECI model is valuable for understanding how teams gain new knowledge and why they differ in those gains.

Stimulation of active personal engagement in the socialization and internalization mode is needed.

This is one of the first attempts to concretely observe the process of knowledge creation. It provides essential insights into what educators do in professional development contexts, and how support can best be provided.

This paper aims to examine the effects of age on counteractive team meeting behaviors (e.g. complaining). Forgiveness is included as a potential buffer against these behaviors. A multilevel model is developed to test individual and team level age effects.

A total of 313 employees nested in 54 teams completed a forgiveness questionnaire and were videotaped during regular team meetings.

Multilevel modeling revealed that both individual age and average team age predicted counteractive team meeting behavior. Team level age diversity was linked to decreased counteractive behavior. Forgiveness moderated the negative link between individual age (but not team average age) and counteractive behavior.

This is the first study examining age effects in the context of counteractive meeting behavior. Although the authors' findings need to be substantiated in further research, they show that older team members engage in significantly more counteractive communication – forgiveness can help alleviate this effect.

Teams with older team members should be sensitized to avoid counteractive behavior. Moreover, team composition should target high age diversity. Managerial interventions should also aim to facilitate forgiveness in the work environment, especially among older team members.

Research on dysfunctional team meeting behavior is sparse, and the role of age effects has not been examined in this context. The authors identify a significant link between age and counteractive meeting behavior. This multilevel model shows differential effects of individual age, team average age, and age diversity on counteractive communication. Furthermore, a buffer against these dysfunctional behaviors is identified: forgiveness.

The purpose of this paper is to investigate the impact of psychological case formulation meetings for staff in a secure forensic learning disability and autism service.

In total, 89 of the attendees completed a questionnaire prior to the formulation meeting and then another questionnaire following attendance at a formulation meeting.

The results indicate that staff found these to be a helpful, informative and a positive experience professionally and personally. The results suggest that the formulation meetings developed staffs’ psychological understanding about the patient and their problems, helped to increase their empathy towards the patient, increased consistency in the teams’ views, and that the staff felt listened to.

Psychological formulation meetings are established in the current service, and therefore this may be a contributing to factor to the lack of significant change found in some of the items. Therefore, it would be beneficial for future services to complete a service evaluation at a much earlier point of implementation, as this may impact the level of significance.

The findings of this service evaluation suggest that formulation is a beneficial and useful tool for teams and would be a helpful tool for psychologists to use in the clinical work with teams.

How do shareholders know if corporate managers are doing their jobs? This paper aims to propose using top management team meetings as a measure of the behavior of company managers. More meetings may indicate effective effort by top management to enhance company performance. Alternatively, more meetings may reflect procrastination and decision paralysis.

Using top management team meeting data publicly disclosed by Indonesian companies during 2010–2017, this study tests for these hypothesized relationships between top management team meeting frequency and firm performance.

This study found that top management team meetings are positively related to firm performance, indicating that more meetings do represent more effective effort by top management teams. Further analysis shows that only firms that consistently hold more meetings than their peers perform better, particularly during periods of poor performance.

This study highlights top management team meetings as a valid signal of management effort and suggests there should be louder calls for disclosure of these types of executive performance metrics around the world.

Reinterprets data from an empirical study conducted in 1987 – the Nick Experiment – concerned with the interaction between technology, team and task. Combines data with anecdotal evidence. Reports gains in meetings quality and effectiveness. Comments on the potential effectiveness of the messaging facility on the electronic workstations and the electronic blackboard. Comments strongly on the value of field experiments and case studies – as opposed to controlled experiments – to obtain realistic data.

The purpose of this paper is to investigate the operation of multidisciplinary team (MDT) meetings within a forensic hospital in England, UK.

Mixed methods, including qualitative face to face interviews with professionals and service users, video observations of MDT meetings and documentary analysis. Data were collected from 142 staff and 30 service users who consented to take part in the research and analysed using the constant comparison technique of grounded theory and ethnography.

Decisions taken within MDT meetings are unequally shaped by the professional and personal values and assumptions of those involved, as well as by the power dynamics linked to the knowledge and responsibility of each member of the team. Service users’ involvement is marginalised. This is linked to a longstanding tradition of psychiatric paternalism in mental health care.

Future research should explore the nuances of interactions between MDT professionals and service users during the meetings, the language used and the approach taken by professionals to enable/empower service user to be actively involved.

Clear aims, responsibilities and implementation actions are a pre-requisite to effective MDT working. There is a need to give service users greater responsibility and power regarding their care.

While direct (video) observations were very difficult to achieve in secure settings, they enabled unmediated access to how people conducted themselves rather than having to rely only on their subjective accounts (from the interviews).