As the amount of generational diversity increases among today’s workforce, a common topic of conversation is how to handle differences between generational cohorts. But to what extent do generations believe they are different and to what extent are generations actually different? This study examines this question. Using generational cohort theory as a theoretical underpinning, this study considers 15 work-related concepts and the degree to which workers personally value them. Subjects also provide their perceptions of how much they believe Boomers, Generation X, and Generation Y value these items. Results reveal the differences subjects perceive among the generations significantly outnumber the actual value differences individuals reported. The authors discuss both actual and perceptual differences in detail and theorize why the nature of these actual differences may lead to generational misconceptions. By doing so, this study provides a meaningful contribution to the discussion of generational diversity and its impact on the workplace.

Creating and administrating successful strategic alliances poses a significant challenge to interorganizational managerial teams. Using shared mental model theory as a framework, we propose that the effectiveness of these managerial teams can be increased if the team shares a common temporal mental model with regard to the alliance. Specifically, a shared mental model in terms of the elements of entrainment (e.g. cycle, pace, time orientation) will allow team members to actively assess and better manage entrainment issues which we suggest are a crucial component of strategic alliances, although not one that has been studied to a great extent.

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Purpose-The purpose of this paper is to provide more insight into team temporal constructs and team satisfaction, this study proposes and tests a multiple mediation model of shared temporal cognition (STC), temporal conflict (TC), action processes, and team satisfaction. Design/methodology/approach-The authors test the theoretical model in a sample of 364 student teams (1,414 individuals) from universities in the USA, Switzerland, Germany, and Portugal. Participants completed questionnaires at three points in time. Findings-Results indicated a direct, positive relationship between STC and team satisfaction and a direct, negative relationship between TC and team satisfaction. Action processes and TC partially and sequentially mediated the relationship between STC and team satisfaction over time. Research limitations/implications-This study was restricted to self-report, to a student population, and to Western cultures. The study was not of an experimental nature which prevents making causal claims regarding relationships among variables. Practical implications-These results demonstrate the need for teams to be conscious of time and its relationship to team interaction and satisfaction. The authors advise both team leaders and members to acknowledge the importance of STC. Social implications-The need for temporal awareness and STC in collaborative endeavors, and the need to mindfully utilize action processes to minimize conflict and assist in the effective use of shared cognition is widely applicable from a societal perspective. Originality/value-This study provides new theoretical and empirical insight into a multiple mediation model including STC, TC, action processes, and team satisfaction. The size and multi-cultural nature of the sample also enhance the generalizability of the findings. Keywords Teams, Shared temporal cognition, Team processes, Temporal conflict Paper type Research paper The reliance on team-based outcomes in today's workplaces underscores the importance of understanding how such outcomes are generated (e.g. Mathieu et al., 2008). Team satisfaction is one such outcome. Team satisfaction denotes the overall extent to which members are satisfied with the team's outcomes (e.g. Van Der Vegt et al., 2001).