Managing the aging workforce:

Streb, Christoph Klaus; Voelpel, Sven C.; Leibold, Marius

doi:10.1016/j.emj.2007.08.004

Cited by 47 publications

(13 citation statements)

References 37 publications

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“…Basili, Caldiera, and Rombach (1994); Basili and Seaman (2002); Dingsøyr and Conradi (2002); Schneider et al (2002) Leaving expert debriefing Structured approach (i.e., interviews or workshops) to capture knowledge of a leaving expert, which is especially helpful in the case of aging or highly specialized workforces. Dow and Pallaschke (2010); du Plessis (2005); Hofer-Alfeis (2008); Hofer-Alfeis (2009); Streb, Voelpel, and Leibold (2008) Postmortem evaluations…”

Section: Approach Description Referencesmentioning

confidence: 99%

Approaches for Organizational Learning: A Literature Review

2018

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Organizational learning (OL) enables organizations to transform individual knowledge into organizational knowledge. Organizations struggle to implement practical approaches due to the lack of concrete prescriptions. We performed a literature review to identify OL approaches and linked these approaches to OL theories. We synthesized 18 OL approaches across three domains: people (seven approaches), processes (nine), and technologies (two). Furthermore, we suggest two directions for future research: referring to the evaluation of our results and addressing the contingencies of OL effectiveness. Our mapping guides organizations in the design of learning processes to improve long-term performance. Although relying on a single approach is unlikely to comprehensively enable OL, our mapping facilitates the combination of several approaches aligned with organizational culture and processes.

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Section: Approach Description Referencesmentioning

confidence: 99%

Approaches for Organizational Learning: A Literature Review

2018

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“…Although both market size and market potential may decrease because of demographic change, such a context also offers new business opportunities, for instance, through access to new and growing market niches in the so-called 'silver economy' (target groups representing elderly, wealthy consumers; see Kohlbacher & Herstatt, 2008), based upon product innovation in consumer goods, customisation or new promotional approaches (Kohlbacher et al 2014). In a similar vein, firms may design and implement innovative approaches to cope with rising shortages of labour (Verworn et al 2009;Streb, Voelpel, & Leibold, 2008).…”

Section: Demographic Change As a Context Of Crisis And Persistent Marmentioning

confidence: 99%

Steering through tough times? Insights into strategic change processes of small firms in the context of demographic challenges

Leick

2019

IJGSB

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Market transformations induced by demographic change pose a challenge to the strategyformation of small firms, because the effects of demographic change on firms are complex and partly non-predictable, and will only be slowly evolving over time. Hence, adaptation to change in business environments characterised by demographic challenges, such as population ageing and decline, can be considered as an entrepreneurial task, which requires both the monitoring of changes based upon information management, and flexibility and learning. By considering demographic change as a context of market crisis and turbulences, this article explores the strategic change processes of small firms in Germany. Conceptually, the paper is informed by various perspectives on the strategy-formation and strategic adaptation of small firms in dynamically changing environments. Empirically, qualitative case study analysis is presented in combination with descriptive data from a postal survey, covering firms in different German regions affected by demographic change. The article provides insights into the strategic responses of firms to demographic change particularly in the field of local sales markets. It finds that market leadership is the most important adaptive strategy along with market expansion, while gradual divestment is typically not chosen. If so, such partial market exit strategies are embedded in local business networking as an accompanying strategy. The study moreover emphasises the firms' approach to adaptive strategy-formation that is associated with foresight and information management, on the one hand, and learning and risk-taking, on the other. In doing so, it confirms the validity of the strategy-as-process perspective, which conceptualises strategic change in response to demographic change as a process that is marked by the awareness and perception of market changes, requires proactivity to respond to the changes and results in firm-specific patterns of strategic adaptation. 3

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“…As a consequence of these demographic changes, not only is the workforce getting older, but it is also getting more diverse as younger and older workers are now working side-by-side. This increasing age diversity at work needs to be effectively managed (Rabl and Triana, 2014;Stone and Tetrick, 2013;Streb, Voelpel, and Leibold, 2008). Organisations will have to be proactive in their Human Resource Management (HRM), anticipating changes in their age structure and planning their human resources based on new age compositions (Pinto, Ramos, and Nunes, 2014;Vendramin et al, 2012).…”

Section: Ageing Populations and The Workforcementioning

confidence: 99%