Report of the ... and ... meetings of the British Association for the Advancement of Science.

Reports issued together.

Proceedings of the general meetings for scientific business of the Zoological Society of London.

Title from caption.

Government in the sunshine : hearings before the Subcommittee on Reorganization, Research, and International Organizations ... Ninety-third Congress, second session, on S. 260, a bill to provide that meetings of government agencies and of congressional committees shall be open to the public.

Hearings held May 21-22, October 15, 1974

How Commonwealth Edison company works : papers descriptive of departmental aims, organization and system, written in competition for prizes offered by the Commonwealth Edison company section, National electric light association ... and presented and discussed at the Section meetings, January 9, 1914, to May 28, 1914 ...

Mode of access: Internet.

Proceedings [of] Annual Meetings of the American Society of Sanitary Engineering

Title Varies: 1906-09, Official Book of Convention Proceedings (Cover-Title; Proceedings) 1910-11, Report of Proceedings of Annual Meetings of the American Society of Inspectors of Plumbing and Sanitary Engineers; 1915-1917 Proceedings Annual Meetings of the American Society of Sanitary Engineers

Records of the meetings of the School Committee of the City of Providence.

Imprint varies.

Proceedings of the meetings for the years, 1908, 1909, 1910.

Mode of access: Internet.

Report of the meetings for organization of the Minnesota State Bar Association, held at St. Paul, April 3d and June 18th, 1883.

Mode of access: Internet.

"Management of private corporations" ... with notes on organization, meetings and records, giving decisions of the courts touching the acts of corporations, boards of directors and corporation officers.

Mode of access: Internet.

Corporate meetings, minutes, and resolutions,

Mode of access: Internet.

Transactions of the annual meetings of the Western literary institute and college of professional teachers

Mode of access: Internet.

Mapping causal knowledge: how people consider their environment during meetings

Causal mapping can help managers to think through the causal influence between issues, enabling them to base a decision on a more structured consideration. Even in regular meetings, learning and the integration of knowledge from diverse stakeholders can benefit from causal mapping. Four causal mapping meetings with management teams are analysed to assess how managers thought causally about their environment when strategy-making. We found that although managers can use other views to expand their environmental knowledge, some prefer to use familiar information rather than less familiar information. Despite this preference, many managers thought systemically about a raft of related issues. We discuss our findings in the context of regular meetings and offer improvements to the facilitation of group causal mapping.

The role of meetings in the social practice of strategy

This article addresses the recent turn in strategy research to practice-based theorizing. Based on a data set of 51 meeting observations, the article examines how strategy meetings are involved in either stabilizing existing strategic orientations or proposing variations that cumulatively generate change in strategic orientations. Eleven significant structuring characteristics of strategy meetings are identified and examined with regard to their potential for stabilizing or destabilizing existing strategic orientations. Based on a taxonomy of meeting structures, we explain three typical evolutionary paths through which variations emerge, are maintained and developed, and are selected or de-selected. The findings make four main contributions. First, they contribute to the literature on strategy-as-practice by explaining how the practice of meetings is related to consequential strategic outcomes. Second, they contribute to the literature on organizational becoming by demonstrating the role of meetings in shaping stability and change. Third, they extend and elaborate the concept of meetings as strategic episodes. Fourth, they contribute to the literature on garbage can models of strategy-making.