A Phase Model of Intergenerational Learning in Organizations

Gerpott, Fabiola H.; Lehmann‐Willenbrock, Nale; Voelpel, Sven C.

doi:10.5465/amle.2015.0185

Cited by 89 publications

(112 citation statements)

References 120 publications

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“…The field of human resource (HR) management is increasingly embracing intergenerational learning, which refers to the interactions between members of different generations that result in individuals gaining new knowledge, skills, and values (Gerpott, Lehmann‐Willenbrock, & Voelpel, ; Ropes, ). In a twist on the traditional top‐down knowledge exchange, companies like Cisco, Microsoft, and Sodexo are encouraging their younger workers to share their knowledge and insights with their more senior counterparts (Earle, ; Microsoft, ; Sodexo, ).…”

Section: Introductionmentioning

confidence: 99%

Skill development in reverse mentoring: Motivational processes of mentors and learners

Kaše

Saksida

Mihelič

2018

Human Resource Management

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Building on Murphy's (2012) model of reverse mentoring, we examine the psychological processes that contribute to skill development in initiatives where knowledge is transferred from younger to older individuals. We employ a sample of younger mentors (n = 457) and older learners (n = 293) participating in a digital skills initiative to test parallel moderated mediation models. Our findings show extrinsic motivation plays a dominant role in the development of younger groups' mentoring skills, while older learners' digital skills development is primarily driven by intrinsic motivation. We also find positive affect and self‐efficacy can serve as personal resources in this context, but only for mentors. Taken together, our results suggest motivational processes in reverse mentoring unfold differently for the two groups involved in the exchange. Recommendations for human resource practice, including specific guidelines for developing intergenerational learning initiatives, are discussed.

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Section: Introductionmentioning

confidence: 99%

Skill development in reverse mentoring: Motivational processes of mentors and learners

Kaše

Saksida

Mihelič

2018

Human Resource Management

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“…Previous studies in other contexts have already recognized the benefits of age diversity in teams since individuals contribute different kinds of information, knowledge, skills, and expertise to the team (Gerpott, Lehmann-Willenbrock, & Voelpel, 2016;Williams & O'reilly, 1998). The traditional point of view in which older workers are perceived as experts is questioned nowadays.…”

Section: Generational Diversity Among School Team Membersmentioning

confidence: 99%

“…In this study, we refer to generations of teachers by using the term generational cohort, which in turn refers to being born in the same chronological time period. Individuals of generational cohorts are found to possess different kinds of knowledge (Gerpott et al, 2016). Previous research within the context of school teams showed that teachers' knowledge varies depending on their generational cohort or level of experience.…”

Section: Introductionmentioning

confidence: 99%

“…friendship), instrumental relationships do aim to achieve organisational goals. For instance, work related discussions and asking questions are interactions that enable exchange of expertise (Gerpott et al, 2016). Furthermore, Spillane et al (2012) see advice and information seeking relationships as critical for teachers' professional development and for knowledge development.…”

Section: School Team Members' Social Relationshipsmentioning

confidence: 99%

“…Therefore, we assume elementary school teams to be a fruitful context for exchange of knowledge which offers an interesting case to investigate how professional relationships are shaped. Facilitating intergenerational learning interactions seems to be a promising way to prevent knowledge loss within organizations (Gerpott, Lehmann-Willenbrock, & Voelpel, 2016;Ropes, 2013;Starks, 2013). Intergenerational learning in school teams is mainly conceptualised as an interactive process between teachers of different generations that results in learning from one or both parties (Novotný & Brücknerová, 2014;Ropes, 2011).…”

Section: Introductionmentioning

confidence: 99%

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Intergenerational professional relationships in elementary school teams: a social network approach

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Distance matters! The role of employees' age distance on the effects of workforce age heterogeneity on firm performance

Meulenaere

Kunze

2020

Human Resource Management

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Age heterogeneity in Western workforces is increasing, generating potential informational benefits as well as harmful age-based social categorizations. When can firms benefit from age heterogeneity? Building on the categorization-elaboration model, we propose the average age distance between employees as a fundamental contingency. Using a longitudinal archival sample of 3,336 Belgian firms (2012)(2013)(2014)(2015), we find that firms with a high level of age heterogeneity are less productive when employees' average distance is great (Study 1). Through an online experiment with 260 US participants, we show that employees in age-heterogeneous workforces are less willing to engage in inter-age cooperative contact and knowledge exchange under a great level of average age distance (Study 2). Our findings support that great distances foster age-based social categorizations that undermine the productive information elaborations between employees of different ages. This broadens our knowledge on the implications of workforce age diversity and helps organizations understand when they can(not) reap the productivity benefits of their age-diverse workforce. Moreover, this study's theory and implications are relevant to other types of diversity for which both heterogeneity and distance are meaningful constructs.We also discuss the practical implications of this study.

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A Phase Model of Intergenerational Learning in Organizations

Cited by 89 publications

References 120 publications

Skill development in reverse mentoring: Motivational processes of mentors and learners

Skill development in reverse mentoring: Motivational processes of mentors and learners

Intergenerational professional relationships in elementary school teams: a social network approach

Distance matters! The role of employees' age distance on the effects of workforce age heterogeneity on firm performance

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