## 3 Development of Theoretical Model Based on Systematic Literature Review
### Overview of the Selected Studies
Organizations can cultivate a motivating environment among their workforce by aligning task schedules with individual aspirations, offering clarity and autonomy, and acknowledging accomplishments [68]. Moreover, negative perceptions towards meetings can hinder active participation, stemming from various factors like perceived relevance, dynamics of dominance, fear of judgment, and \begin{table}
\begin{tabular}{c c} \hline \hline
**Primary Studies (PS)** & **References** \\ \hline PS13 & [PERSON]; [PERSON]; [PERSON] [PERSON]; [PERSON] Agile distributed software development in nine central European teams: Challenges, benefits, and recommendations. International Journal of Computer Science \& Information Technology (IJCSIT), 2019, 11(1), pp. 1-18. [65] \\ \hline PS14 & [PERSON]; [PERSON]; [PERSON] [PERSON] Why do software teams deviate from scrum? reasons and implications. In Proceedings of the International Conference on Software and System Processes, Republic of Korea, Seoul, 26-28 June 2020. [40] \\ \hline PS15 & [PERSON]; [PERSON]; [PERSON]; [PERSON] Case studies of industry-academia research collaborations for software development with agile. In CYTED-RITOS International Workshop on Groupware. 9 July 2017. [66] \\ \hline PS16 & [PERSON]; [PERSON] Adopting agile software development: issues and challenges. International Journal of Managing Value and Supply Chains (IJMVSC), 2011, 2(3), pp. 1-10. [67] \\ \hline \hline \end{tabular}
\end{table} 
Table 2: _Cont._ \begin{table}
\begin{tabular}{c c} \hline \hline
**Problems** & **Primary Studies (PS)** \\ \hline Meetings take too long & PS1, PS2, PS3 \\ \hline Meetings are held frequently & PS2, PS4, PSS, PS6 \\ \hline Some team members are given little attention & PS2, PS3, PS7, PS8 \\ during meetings & PS1, PS2, PSS7, PS3, PS9, PS10 \\ \hline Negative attitude towards meetings & PS2, PS4, PS7, PS11, PS12 \\ \hline Losing focus & PS2 \\ \hline Some team members do not actively participate & PS2 \\ in the meeting & PS2 \\ \hline Less time spent on regular tasks & PS2, PS7, PS11 \\ \hline Trust between team members & PS7, PS3, PS13, PS11 \\ \hline Scheduling of tasks & PS2 \\ \hline Motivation for work & PS14, PS15 \\ \hline Avoiding meetings & PS3, PS16, PS12 \\ \hline \hline \end{tabular}
\end{table} 
Table 3: Problems in primary studies. organizational culture. Tackling these negative attitudes and fostering a positive meeting environment is pivotal for enhancing participation and boosting meeting effectiveness. Applying an SLR, it was noticed that meetings are held longer than planned according to the agenda, and the frequency of the meetings is noticeable to a large extent, as well as the fact that some team members do not receive adequate attention during the sessions. These three items form the basis of the model. SLR enabled a detailed analysis of the existing research and the observation of frequent problems, such as the duration and frequency of the meeting and insufficient attention paid to the team members at the meeting. Several studies highlight the prevalence of long meetings that employees attend only to make a good impression on the meeting leader [45]. Employees being late for the meeting automatically indicates an extension of the meeting [53]. In [PERSON]'s study [55], respondents indicated that meetings often went over schedule due to challenges in reaching agreements on various issues. There is a problem in several studies [56; 57; 58] where meetings are held too often, causing dissatisfaction among participants. Allocation of attention within meetings also emerged as a significant item, with certain team members receiving disproportionate focus [54]. In the findings of [PERSON] et al. [55], only a select few employees dominated the discussions, while the rest were just listeners. More recent research by [PERSON] et al. [59] indicates that managers predominantly hold status update meetings, where they neglect problem-solving discussions that are important for team motivation. Similarly, [PERSON] et al.