Multicommunicating during team meetings and its effects on team functioning

Abstract

This research-in-progress examines the phenomenon of multicommunicating during team meetings (Meeting MC). Drawing upon social interdependence theory, multilevel theorizing, and research on multitasking, we examine the positive and negative effects of Meeting MC on individual team members’ reactions, as well as on team processes and team outcomes. We propose a two-phase experimental approach to investigate the individual-level affective, cognitive, and behavioral responses in other team members, as well as the how these individual-level effects of Meeting MC spill over and affect team-level functioning and performance. This research advances our understanding of Meeting MC and how it affects individuals and groups. It also provides guidelines to managers and decision makers to leverage the beneficial aspects of Meeting MC while limiting and mitigating its detrimental effects.