To gain a better understanding of the challenges to the emergence of a learning organization (LO) posed by a context of generational diversity and an enterprise social networking system (ESNS). Design/methodology/approach: This study employs a qualitative methodology based on an analysis of 20 semi-structured interviews in a high-tech organization, and internal company documents relating to the introduction of a new, centralized ESNS. Findings: Our study uncovers fundamental differences between Generation X and Y employees regarding their ESNS adoption and use. While Xers take more time to adopt the new, centralized ESNS introduced into the company, their use seems in line with the company culture and corporate norms of behavior. At the same time, even if Yers are faster ESNS adopters, they use it as they use Facebook disregarding the hierarchy and organizational boundaries. This creates tensions between Generation X and Y and undermines the formation of the learning organization. Research implications/limitations: Since our conclusions are specific to a context of a singleorganization, we recommend other case studies, to enrich the findings. Originality/value: By highlighting how the use of social networks modifies who has the power and the control of knowledge in an organization, this paper enriches the theory on the learning organization. It has implications for managers wishing to design learning organizations in the context of intergenerational diversity.

A B S T R A C T Over the past decade, theoretical and empirical research on the various aspects of human resources (HR) within the healthcare (HC) sector has grown extensively due to its' strategic importance in the sector. There is a visible tendency among researchers to pursue an effective human resource management (HRM) strategies, methods, and tools. Countries implement policies which should increase the amount and competences of employees within healthcare. Providers of HC services (i.e. hospitals) tend to enforce modern HRM solutions adapted from business organisations to attract, retain and develop HR. However, these seem not be as effective as they could (Hyde et al., 2013). Because of this, authors approached a researched reality from the point of view of a contextual paradigm, assuming that HRM solutions to be effective should match the reality of HC providers (Pocztowski, 2008). The aim of the research was to detect determinants which might influence the management of medical personnel in hospitals and identify the possible strength of these determinants so a more adjusted organisational and human resource management strategy could be elaborated. The list of possible determinants of hospital operations as the result of meta-analysis was elaborated. The list created the basis for interviews conducted among stakeholders and experts. Respondents were asked to appraise the factors with the usage of numerical scale considering their influence on medical personnel management in hospitals (physicians, nurses and others). In total, there were 28 interviews completed. The general conclusion which can be drawn from the analysis of these data is that hospitals should reorient their HRM practices in such the way that not only the quantitative but also the qualitative aspect of performance would be properly handled. This paper draws from HRM theory (contextual approach), stakeholder theory, and healthcare management theory, adding new insight to each in the context of the HC sector. Identification of most important factors which influence hospitals could allow the providers to elaborate HRM strategy adjusted to external circumstances. K E Y W O R D S organisational environment, human resource management, hospitals, stakeholders