Joseph A Allen

University of Utah, Department of Family and Preventive Medicine, Faculty Member

University of Nebraska at Omaha, Industrial and Organizational Psychology, Faculty Member

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Joseph A. Allen, Ph.D., is a Professor of Industrial and Organizational (I/O) Psychology at the University of Utah. Before he completed his doctorate (Ph. D.) in Organizational Science at the University of North Carolina at Charlotte (UNCC) in 2010, he received his Master of Arts degree in I/O Psychology at the UNCC in 2008 and his Bachelor of Science degree in Psychology from the Brigham Young University in 2005. His research focuses on three major areas of inquiry including the study of workplace meetings, organizational community engagement, and occupational safety and health. He has more than 100 publications in academic outlets, another 20 under review, and many works in progress for a number of journals. He has presented over 200 papers/posters at regional and national conferences and given more than 75 invited presentations on his research. His previous academic outlets include Human Relations, Human Performance, Journal of Applied Psychology, Journal of Occupational and Organizational Psychology, Journal of Organizational Behavior, Journal of Business Psychology, American Psychologist, Accident Analysis and Prevention, Group and Organization Management, and so on. He serves as a reviewer for various journals including the Journal of Organizational Behavior, Organizational Behavior and Human Decision Processes, Journal of Creative Behavior, and Academy of Management Journal. He is an Editorial Board Member for the Journal of Business and Psychology, Group and Organization Management, and the European Journal of Work and Organizational Psychology. He directs the Center for Meeting Effectiveness housed in the Rocky Mountain Center for Occupational and Environmental Health. Dr. Allen has consulted for more than 350 non-profit and for-profit organizations. These include animal welfare organizations, human services organizations, large corporations, government entities, emergency safety and intelligence agencies, as well as retail conglomerates and external talent management firms. His research has attracted internal and external grant funding of more than $4 million since 2010. Dr. Allen can be reached at joseph.a.allen@utah.edu.

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Papers by Joseph A Allen

Gender and humor in meetings: A moderation analysis

Psychology of Leaders and Leadership

Volunteer Burnout: Investigating the Role of Voice and Structure

PsycEXTRA Dataset, 2012

The Encyclopedia of Cross‐Cultural Psychology

Wiley eBooks, Sep 24, 2013

The Encyclopedia of Cross-Cultural Psychology presents a comprehensive collection of information ... more The Encyclopedia of Cross-Cultural Psychology presents a comprehensive collection of information relating to the fields of cross-cultural, cultural, and indigenous psychology contributed by scientists and scholars from around the world. * Over 600 entries, including biographies of 135 key people from the fields of cross-cultural, cultural, and indigenous psychology * Contains a general chronological timeline including both historical and literary key-moments * Includes coverage on ethnocentrism; distortions of diagnostic judgment; psychology of Arabs, Russians, Filipinos, and other ethnicities; obedience; and more * Available as a three-volume print set or in an easy-to-search online version

Work, Organizational, and Business Psychology

How Dynamic Academic Medical Centers Improve Communities: The Case of the Rocky Mountain Center for Occupational and Environmental Health

Metropolitan universities, Jun 11, 2022

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Perceiving meetings as groups: How entitativity links meeting characteristics to meeting success

Volunteer Program Assessment

Fostering Effective Debriefs: The Integral Role of Team Reflexivity

Research on Managing Groups and Teams, Mar 17, 2020

Debriefs are a type of workplace meeting that often use after events and critical incidents. Debr... more Debriefs are a type of workplace meeting that often use after events and critical incidents. Debriefs are used to review performance, promote shared learning and understanding, and improve future team performance. Similarly, reflexivity refers to the extent to which team members reflect upon and openly discuss group processes, procedures, and actions to improve future team performance. In this chapter, the authors review the separate literatures and explore the relationship between debriefs and reflexivity. While the debrief literature does focus on aspects of reflection, what occurs between the aspects of reflection, planning, and action is left unexplored. The concept of reflexivity fits well with the successful use of debriefs, as reflexivity ensures that reflection results in outcomes and moves beyond just an overview or discussion during debriefing. Additionally, important constructs such as psychological safety and sensemaking are relevant to both debriefs and reflexivity such that open and honest discussion as well as developing shared understanding are necessary for effective debriefing and reflection. Using the constructs of psychological safety and sensemaking, the authors propose a model that situates both reflexivity and effective debriefs in the context of team learning. This model integrates team reflexivity with team debriefs, provides a better understanding of how teams can carry out more effective debriefs, and explains how more effective debriefing and greater team reflexivity lead to enhanced learning and improvement in team performance.

“So, Why Were You Late Again?”: Social Account’s Influence on the Behavioral Transgression of Being Late to a Meeting

Merits, Jul 10, 2023

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Creativity in meetings

Elsevier eBooks, 2023

Toward an organizational theory of meetings: Structuration of organizational meeting culture

Organizational psychology review, Sep 19, 2022

Although research on meetings generally regards them as noteworthy organizational events, studies... more Although research on meetings generally regards them as noteworthy organizational events, studies tend to focus on an individual or group level of analysis, conceiving of meetings as a phenomenon that happens in organizations but does not shape them. Integrating research on work meetings, structuration theory, and organizational culture, this paper develops the concept of organizational meeting cultures and suggests structuration theory as a framework for explaining their emergence, reproduction, and alteration. We propose a model of organizational meeting culture that theorizes work meetings as a foundational activity that shapes and reifies organizational cultures over time, contributing to their distinctiveness, and influencing patterns of perception regarding what is valued, expected, rewarded, and supported in specific work environments. It concludes with an agenda to be pursued in future research on the structuration of meeting culture.Plain Language SummaryAlthough research on meetings seems to assume they are an important element of organizational life, studies tend to focus on an individual or group level of analysis, which results in theories that only construe meetings as a group phenomenon that happens in organizations but does not constitute them. We propose a model of organizational meeting culture that portrays work meetings as a foundational activity that doesn't just happen to occur within “already organized organizations” but instead also shapes organizational cultures over time, influencing their distinctiveness, shared views of what is valued, expected, rewarded and supported in specific work environments. Integrating research on meetings, structuration theory, and organizational culture, this paper develops the concept of meeting culture and proposes structuration theory as a way to explain how meeting cultures emerge, are sustained, and changed. It concludes with suggestions for future research.

Building Capacity: The Case for Values-based Operations

Metropolitan universities, Feb 21, 2020

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Oxford Bibliographies in Management

Psi Chi Midwestern Psychological Association Research Award winner

Brigham Young University Academic Scholarship (2003, 2004, 2005)

Ten simple rules for meaningful meetings

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When the boss came to the meeting . . . : Hierarchical distance and emotional labor in workplace meetings

Consulting Psychology Journal: Practice and Research, Sep 1, 2018

Meetings are a frequent occurrence in today’s work environment and yet they remain understudied e... more Meetings are a frequent occurrence in today’s work environment and yet they remain understudied empirically. This study focused on better understanding the relationship between hierarchical distance in meetings and emotional labor. More specifically, we investigated the direct effect of surface acting and deep acting on hierarchical distance, respectively, using social-comparison theory and norms of professionalism as our theoretical framework. In addition, we explored whether an individual-difference variable, susceptibility to emotional contagion, moderates these relationships. Utilizing a panel of full-time working adults from various industries who attend meetings regularly, we found that hierarchical distance is positively related to surface acting, but no conditional effect was found. However, emotional contagion was shown to moderate the relationship between hierarchical distance and deep acting such that the relationship was positive for high emotional contagion but negative for low emotional contagion. Conclusions concerning the implications for research and practice of consulting psychology are drawn.

Moving FOCUS – The Fire Service Organizational Culture of Safety survey – From research to practice

Journal of Safety Research, Sep 1, 2020

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Meeting Preparation and Design Characteristics

Cambridge University Press eBooks, Jul 15, 2015

Low meeting quality is often attributed to poorly planned and poorly led meetings. In recent year... more Low meeting quality is often attributed to poorly planned and poorly led meetings. In recent years, an increasing number of scientific studies have examined the effects of principal meeting design characteristics on employees' perceptions of meeting satisfaction and effectiveness. The aim of this chapter is to provide an overview of the literature and research on premeeting factors and design characteristics that have been identified as important: temporal characteristics related to how meeting time is used (e.g., starting and ending on time, pre-meeting talk), procedural characteristics that direct attendees' attention and efforts toward task-oriented activities (e.g., using a written agenda, setting clear goals), physical characteristics that relate to meeting settings and environments (e.g., appropriate venue quality, provision of refreshments), and characteristics of attendees. Our review shows how meeting leaders have the ability to design meetings more effectively and facilitate them in a manner that results in better outcomes. Based on the results of this review, we also discuss practical implications and directions for future research.

Community Engagement at Academic Health Centers

Metropolitan universities, Jun 11, 2022

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Gender and humor in meetings: A moderation analysis

Psychology of Leaders and Leadership

Volunteer Burnout: Investigating the Role of Voice and Structure

PsycEXTRA Dataset, 2012

The Encyclopedia of Cross‐Cultural Psychology

Wiley eBooks, Sep 24, 2013

Work, Organizational, and Business Psychology

How Dynamic Academic Medical Centers Improve Communities: The Case of the Rocky Mountain Center for Occupational and Environmental Health

Metropolitan universities, Jun 11, 2022

Download

Perceiving meetings as groups: How entitativity links meeting characteristics to meeting success

Volunteer Program Assessment

Fostering Effective Debriefs: The Integral Role of Team Reflexivity

Research on Managing Groups and Teams, Mar 17, 2020

“So, Why Were You Late Again?”: Social Account’s Influence on the Behavioral Transgression of Being Late to a Meeting

Merits, Jul 10, 2023

Download

Creativity in meetings

Elsevier eBooks, 2023

Toward an organizational theory of meetings: Structuration of organizational meeting culture

Organizational psychology review, Sep 19, 2022

Building Capacity: The Case for Values-based Operations

Metropolitan universities, Feb 21, 2020

Download

Oxford Bibliographies in Management

Psi Chi Midwestern Psychological Association Research Award winner

Brigham Young University Academic Scholarship (2003, 2004, 2005)

Ten simple rules for meaningful meetings

Download

When the boss came to the meeting . . . : Hierarchical distance and emotional labor in workplace meetings

Consulting Psychology Journal: Practice and Research, Sep 1, 2018

Moving FOCUS – The Fire Service Organizational Culture of Safety survey – From research to practice

Journal of Safety Research, Sep 1, 2020

Download

Meeting Preparation and Design Characteristics

Cambridge University Press eBooks, Jul 15, 2015

Community Engagement at Academic Health Centers

Metropolitan universities, Jun 11, 2022

Download

Relative Status and Emotion Regulation in Workplace Meetings: A Conceptual Model - Book Chapter

The Cambridge Handbook of Meeting Science, 2015

An Introduction to The Cambridge Handbook of Meeting Science: Why Now?

The Cambridge Handbook of Meeting Science, 2015

An Organizational Meeting Orientation: The Construct, Scales, and Research Propositions - Book Chapter

The Cambridge Handbook of Meeting Science, 2015

Humor in Workgroups and Teams - Book Chapter

Humor at Work: A Psychological Perspective , 2017

Safety Climate - Book Chapter

Encyclopedia of Industrial and Organizational Psychology, 2nd Edition , 2016

Faculty and Students Consulting in the Community: The Center for Applied Psychological Services - Chapter

The Cambridge Handbook of Organizational Community Engagement and Outreach, Dec 2018

Volunteer Program Assessment: A University-Community Partnership - Chapter

The Cambridge Handbook of Organizational Community Engagement and Outreach, Dec 2018

An Introduction to The Cambridge Handbook of Organizational Community Engagement and Outreach: Establishing the Framework

The Cambridge Handbook of Organizational Community Engagement and Outreach, Dec 2018

A Voice from the Field: Interview with Barbara Holland - Chapter

The Cambridge Handbook of Organizational Community Engagement and Outreach, Dec 2018

The Cambridge Handbook of Organizational Community Engagement and Outreach

Cambridge University Press, Dec 2018

Exploring meeting science: Questions and answers CHAPTER · JULY 2015

by Nale Lehmann-Willenbrock and Joseph A Allen

As a relatively new field of scientific study, many questions persist regarding meeting science. ... more As a relatively new field of scientific study, many questions persist regarding meeting science. For example, what meetings science is, who meeting scientists are, and what distinguishes meeting science from other related fields of inquiry. The purpose of this chapter is to address these commonly asked questions. In this chapter we review what meeting science is,
discuss the nascent nature of the field, describe who meeting scientists are and what they do, and disentangle the relationship between meeting science and team science. To close, we outline directions for future meetings research.

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Joseph A Allen

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