This research examines mixed reality meetings, a context where individuals attend to both face-to-face group members while multitasking with technology. In these meetings, members engage simultaneously with those physically present and those outside of the meeting (virtual communication partners). Technology multitasking in meetings has a dual effect: it not only impacts the individual user, it has the potential to transform how collocated groups communicate and work together since attention becomes fragmented across multiple competing tasks. Qualitative and quantitative methods were used to investigate mixed reality meetings across four themes: (1) the factors contributing to the likelihood to multitask based on meeting type, polychronicity (one’s preference for multitasking), and cohesion beliefs, (2) behavior during mixed reality assessed by copresence management, (3) attitudes toward technology multitasking, and (4) subjective outcomes measured by perceived productivity and meeting satisfaction. The qualitative data set consists of fieldwork from a global software company and interviews with 8 information workers. The quantitative data are comprised of survey results from the fieldwork site (n=156) and an online panel of information workers (n=110). Results indicate that information workers perceive distinct meeting types that are associated with implicit norms for appropriate technology multitasking. These norms varied based on the relevance of a meeting segment and if a power figure was present. A higher preference score for multitasking (high polychronicity) was significantly correlated with increased technology multitasking and perceived productivity. Members of cohesive teams exhibited the most technology multitasking and perceived their teammates multitasking as appropriate. However, outsiders who exhibited the same behaviors were viewed as rude and distracting. Overall, information workers who multitasked during meetings did so with electronic communication tasks (e-mail and instant messaging) as opposed to other computing tasks (e.g. writing documents, researching information). These findings are discussed in relation to psychological studies on multitasking, computer-supported cooperative work, and social constructionist views of technology use. This dissertation is a contribution to the assessment of technology use in social settings, particularly in organizations where tasks are often interrupted and a reliance on electronic communication tools impacts how people manage and accomplish work. / text

abstract: This dissertation examines the organizational discourse of business meetings in a Kuwaiti financial organization (Innovative Kuwait Co., pseudonym) and an American non-profit trade organization (Global Phoenix, pseudonym). Specifically, I explore the discourse and social identities, agency, and power used in staff members' task-oriented business meetings (Bargiela-Chiappini & Harris, 1997). The study is based on ethnographic business meetings data collected during eight months of fieldwork in 2010, 2011 and 2012. I used three major qualitative methodologies: observation, audio recording, and feedback focus group. In this study, I propose three research questions: 1) How does agency of staff members reflect membership in the corporate culture of an organization as a whole? 2) How is power used in relation to agency in business meetings? And 3) How are discourse and social identities of staff members enacted in business meetings? The analyses of ethnographic and fieldwork data demonstrate similar and different business linguistic behaviors in the two companies. In Innovative Kuwait Co., male managers are responsible for opening and closing the meetings. They also perform power by using language directives and suggestions directed to staff members. In contrast, female staff members in the Kuwaiti company participated insignificantly in meetings and produce more nonverbal cues. However, in one meeting, a female manager organized the discussion by controlling topics and giving directions. In Global Phoenix, female managers outnumber their male counterparts; therefore, agency, power, discourse, and social identities are performed differently. Female managers are responsible for opening and closing the meetings and for organizing the overall discussions. Additionally, female and male staff members participate equally and they interrupted their colleagues less frequently compared to staff members in Kuwait. Interestingly, American staff members laugh and joke more together than staff members in Kuwait. The findings of this dissertation will contribute to existing linguistic literature on business discourse and the examination of social meanings and structures in organizations, explaining how language shapes the actions and relationships of business staff members. This dissertation will also encourage business people to become mindful of the role of language and language training in developing and maintaining the corporate culture of their organizations. / Dissertation/Thesis / Ph.D. English 2012