Virtual reality as an engagement driver in professional meetings

Purpose This study proposes how to empirically measure and explain virtual reality’s (VR) impact on meeting engagement compared to traditional video conferencing through a novel methodological framework grounded in social presence theory, combining social network analysis with conversation analysis to address the lack of empirical evidence on VR’s effectiveness in authentic workplace settings. Design/methodology/approach Through a 16-week longitudinal experiment in a multinational company, we analyzed eight retrospective meetings to compare engagement patterns across platforms. The framework operationalizes engagement through group cohesion metrics and content characteristics, employing both quantitative network analysis and qualitative content analysis of interaction patterns. Findings Results suggest that VR meetings generate higher engagement levels through three key mechanisms: enhanced network density, more balanced participation patterns, and improved social presence behaviors. The most striking finding reveals VR’s capacity to enhance peripheral participant engagement, demonstrated by an increase in degree prestige for least active participants. Additionally, while VR meetings exhibited lower task-orientation, they fostered more dynamic and inclusive interactions, challenging traditional assumptions about meeting efficiency as a function of task-orientation. Originality/value The study presents empirical evidence of VR’s impact on meeting engagement in authentic workplace settings through an innovative methodological framework. The integration of social network analysis with conversation analysis establishes a non-intrusive method for evaluating meeting effectiveness, capturing both structural and qualitative aspects of engagement. These findings advance our understanding of how VR technology transforms interaction dynamics, suggesting a paradigm shift in virtual collaboration practices.