With the rise of communication technologies, multicommunicating (MC), simultaneously engaging in multiple communication tasks via digital channels, has become increasingly common in workplaces. However, existing research largely focuses on individual-level factors influencing MC behavior and related outcomes. Extending this literature, we examine MC during team meetings (Meeting MC) - being simultaneously engaged both in an organizational meeting and in one or more technology-mediated secondary conversation(s) - and its effects on individual and team outcomes. Drawing upon the multilevel theorization of MC, we hypothesize that engaging in Meeting MC impacts not only the focal individual (MCer) but also team processes and performance. Using a between-subjects laboratory experiment, we tested these hypotheses with data from 37 teams (18 control and 19 manipulation teams). The results indicate that MCers experience higher levels of MC intensity and greater process losses compared to their teammates. Furthermore, teams exposed to Meeting MC experience lower team flow and transactive memory systems, and their performance is lower compared to teams with no meeting MC. We further discuss the implications of our research. Finally, we outline study limitations and propose directions for future research to explore the multilevel impacts of Meeting MC.
