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dc.contributor.authorAllen, J.A.en_US
dc.contributor.authorYoerger, M.A.en_US
dc.contributor.authorLehmann-Willenbrock, N.K.en_US
dc.contributor.authorJones, J.en_US
dc.date.accessioned2015-10-13T15:00:43Z
dc.date.available2015-10-13T15:00:43Z
dc.date.issued2015en_US
dc.identifier.citationJournal of Management Development, 34(10), 1272-1287en_US
dc.identifier.issn0262-1711
dc.identifier.urihttp://hdl.handle.net/1871/53518
dc.description.abstractPurpose – Meetings are ubiquitous in organizational life and are a great source of frustration and annoyance to many employees in the workplace, in part due to counterproductive meeting behaviors (CMBs). CMBs include engaging in irrelevant discussion, complaining about other attendees, arriving to the meeting late, and other similar, disruptive behaviors. Consistent with conservation of resourcestheory, the purpose of this paper is to examine the potential resource draining effect of CMBs on two key workplace attitudes/behaviors, employee voice, and coworker trust. Design/methodology/approach – The authors used Amazon’s MTurk service to recruit a sample of full-time working adults from a variety of industries who regularly attend meetings. Participants completed a survey with items relating to CMBs, trust, voice, and meeting load.Findings – The authors found that CMBs were indeed negatively related to both employee voice and coworker trust. Further, both of these relationships were even more negative for those who had fewer meetings (i.e. meeting load as a moderator).Research limitations/implications – The results of this study suggest that behavior in meetingsmay spill over and impact employees in other areas of their work life, perhaps harming other important work-related outcomes (e.g. performance). The cross-sectional nature of the sampling strategy is a limitation that provides opportunities for future research as discussed.Practical implications – The practical implications are rather straightforward and poignant. Managers and meetings leaders should seek ways to reduce CMBs and promote good meeting processes generally.Originality/value – The current study is the first to overtly investigate CMBs in workplace meetings and connect them to meaningful, non-meeting-related, outcomes. Further, the study shows the usefulness of conservation resources theory for explaining the dynamic processes that occur for meeting attendees.en_US
dc.language.isoeng
dc.relation.uri10.1108/jmd-02-2015-0032
dc.titleWould you please stop that!?: The relationship between counterproductive meeting behaviors, employee voice, and trust.en_US
dc.typeArticle / Letter to editoren_US
dc.creator.metisIdVU1204924
dc.creator.metisIdVU1243761
dc.creator.metisIdVU1177665
dc.creator.metisIdVU1243762
dc.identifier.metisId339267
dc.provenance.metis2015-08-24 00:00
dc.source.volume34
dc.source.journalTitleJournal of Management Developmenten_US
dc.source.startpage1272
dc.source.endpage1287
dc.source.issue10
dc.creator.facultynl_NL
dc.coverage.researchinstituteVU FGB ETP 00001900nl_NL
dc.date.updated2016-05-19T23:22:49Z


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