Too Many Meetings? Scheduling Rules for Team Coordination
References
- (2013) Making time management the organization’s priority. McKinsey Quart. 1:26–41.Google Scholar
- (2011) Collaborating. Amer. Econom. Rev. 101(2):632–663.Crossref, Google Scholar
- (1975) The Mythical Man-Month: Essays on Software Engineering (Addison-Wesley, New York).Crossref, Google Scholar
- (2019) Encouraging help across projects. Management Sci. 65(3):1408–1429.Link, Google Scholar
- (2016) Collaborative overload. Harvard Bus. Rev. 94(1):74–79.Google Scholar
- (2002) The Effective Executive (Harper&Row, New York).Google Scholar
- (2000) Coordinating expertise in software development teams. Management Sci. 46(12):1554–1568.Link, Google Scholar
- (2015) Projects and team dynamics. Rev. Econom. Stud. 82(1):187–218.Crossref, Google Scholar
- (2002) Coordinating mechanisms in care provider groups: Relational coordination as a mediator and input uncertainty as a moderator of performance effects. Management Sci. 48(11):1408–1426.Link, Google Scholar
- (1994) Time Tactics of Very Successful People (McGraw-Hill, New York).Google Scholar
- (2015) Collaboration and multitasking in networks: Architectures, bottlenecks, and capacity. Manufacturing Service Oper. Management 17(1):16–33.Link, Google Scholar
- (2018) Collaboration and multitasking in networks: Prioritization and achievable capacity. Management Sci. 64(5):2390–2406.Link, Google Scholar
- (2020) Collaboration, interruptions, and changeover times: Workflow model and empirical study of hospitalist charting. Manufacturing Service Oper. Management 22(4):754–774.Link, Google Scholar
- (1995) Optimal timing of reviews in concurrent design for manufacturability. Management Sci. 41(9):1431–1447.Link, Google Scholar
- (2018) How a US healthcare system uses 15-minute huddles to keep 23 hospitals aligned. Accessed February 6, 2024, https://hbr.org/2018/11/how-a-u-s-health-care-system-uses-15-minute-huddles-to-keep-23-hospitals-aligned.Google Scholar
- (2000) Coordination neglect: How lay theories of organizing complicate coordination in organizations. Res. Organ. Behav. 22:153–191.Crossref, Google Scholar
- (2011) Fluid tasks and fluid teams: The impact of diversity in experience and team familiarity on team performance. Manufacturing Service Oper. Management 13(3):310–328.Link, Google Scholar
- (2003) Work interrupted: A closer look at the role of interruptions in organizational life. Acad. Management Rev. 28(3):494–507.Crossref, Google Scholar
- (2008) Developing a knowledge-based perspective on coordination: The case of global software projects. Inform. Management 45(2):96–108.Crossref, Google Scholar
- (1997) A model-based framework to overlap product development activities. Management Sci. 43(4):437–451.Link, Google Scholar
- (1998) Communication and uncertainty in concurrent engineering. Management Sci. 44(8):1032–1048.Link, Google Scholar
- (1972) The Time Trap: Managing Your Way Out (Amacom, New York).Google Scholar
- (2001) Markov perfect equilibrium: I. Observable actions. J. Econom. Theory 100(2):191–219.Crossref, Google Scholar
- (1986) Time and Human Interaction: Toward a Social Psychology of Time (Guilford Press, New York).Google Scholar
- (2004) Temporal Matters in Social Psychology: Examining the Role of Time in the Lives of Groups and Individuals (American Psychological Association, Washington, DC).Crossref, Google Scholar
- (2013) Task bubbles, artifacts, shared emotion, and mutual focus of attention: A comparative study of the microprocesses of group engagement. Organ. Sci. 24(2):455–475.Link, Google Scholar
- (2003) Problem–solving oscillations in complex engineering projects. Management Sci. 49(6):733–750.Link, Google Scholar
- (2010) Hierarchical structure and search in complex organizations. Management Sci. 56(5):831–848.Link, Google Scholar
- (2011) Temporal diversity and team performance: The moderating role of team temporal leadership. Acad. Management J. 54(3):489–508.Crossref, Google Scholar
- (2011) Managing outsourced software projects: An analysis of project performance and customer satisfaction. Production Oper. Management 20(4):508–521.Crossref, Google Scholar
- (2016) Deep Work: Rules for Focused Success in a Distracted World (Piatkus, London).Google Scholar
- (2021) A World Without Email: Find Focus and Transform the Way You Work Forever (Penguin Random House, New York).Google Scholar
- (2015) Dynamic knowledge transfer and knowledge development for product and process design teams. Manufacturing Service Oper. Management 17(2):177–190.Link, Google Scholar
- (2018) When daily planning improves employee performance: The importance of planning type, engagement, and interruptions. J. Appl. Psych. 103(3):300–312.Crossref, Google Scholar
- (1999) The time famine: Toward a sociology of work time. Admin. Sci. Quart. 44(1):57–81.Crossref, Google Scholar
- (2017) Stop the meeting madness. Harvard Bus. Rev. 95(4):62–69.Google Scholar
- (1975) On the allocation of effort. J. Econom. Theory 10(3):358–376.Crossref, Google Scholar
- (2017) Collaborative work dynamics in projects with co-production. Production Oper. Management 26(4):686–703.Crossref, Google Scholar
- (2018) Team leadership and performance: Combining the roles of direction and contribution. Management Sci. 64(11):5234–5249.Link, Google Scholar
- (2004) Concurrent crashing and overlapping in product development. Oper. Res. 52(4):606–622.Link, Google Scholar
- (1956) A Markov chain process in industrial replacement. J. Oper. Res. Soc. 7(4):148–155.Crossref, Google Scholar
- (2017) How to establish a meeting-free day each week. Accessed February 6, 2024, https://hbr.org/2017/02/how-to-establish-a-meeting-free-day-each-week.Google Scholar
- (2017) Is your team coordinating too much, or not enough? Accessed February 6, 2024, https://hbr.org/2017/03/is-your-team-coordinating-too-much-or-not-enough.Google Scholar
- (2001) Managerial allocation of time and effort: The effects of interruptions. Management Sci. 47(5):647–662.Link, Google Scholar
- (2007) Incentives that induce task-related effort, helping, and knowledge sharing in workgroups. Management Sci. 53(10):1533–1550.Link, Google Scholar
- (1947) Administrative Behavior (Mcmillan, New York).Google Scholar
- (2004) The misalignment of product architecture and organizational structure in complex product development. Management Sci. 50(12):1674–1689.Link, Google Scholar
- (2018) Never Stop Learning: Stay Relevant, Reinvent Yourself, and Thrive (Harvard Business Press, Boston).Google Scholar
- (2011) Lean principles, learning, and knowledge work: Evidence from a software services provider. J. Oper. Management 29(5):376–390.Crossref, Google Scholar
- (2012) The team scaling fallacy: Underestimating the declining efficiency of larger teams. Org. Behav. Human 118(2):132–142.Crossref, Google Scholar
- (2015) Accelerating projects by encouraging help. MIT Sloan Management Rev. 56(3):33.Google Scholar
- Sting FJ, Mihm J, Loch CH, Clement J (2022) Decision allocation in collaborative search: The value of shared control between domain experts and non-experts. Preprint, submitted July 25, https://dx.doi.org/10.2139/ssrn.3826309.Google Scholar
- (2001) Sequential testing in product development. Management Sci. 47(2):308–323.Link, Google Scholar
- (1967) Organizations in Action: Social Science Bases of Administrative Theory (McGraw-Hill, New York).Google Scholar
- (2006) Operational failures and interruptions in hospital nursing. Health Services Res. 41(3p1):643–662.Crossref, Google Scholar
- (2018) Toward a model of managing interruptions in agile IT projects. Internat. Res. Workshop on IT Project Management, vol. 10.Google Scholar
- (2016) Optimal time allocation for process improvement for growth-focused entrepreneurs. Manufacturing Service Oper. Management 18(3):361–375.Link, Google Scholar

