Shaping Work in Collaboration: The Role of Sex and Rank in Negotiating Demands and Control in Groups

McNally, Corinne; Loughlin, Catherine

doi:10.5465/ambpp.2022.15126abstract

Cited by 1 publication

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“…Coding was “open and organic, with no use of any coding framework” (Braun and Clarke, 2021, p. 7). While codes were descriptive in that they conveyed the participants’ own framing and meaning on issues, when interpreting the themes, we moved “beyond what individual participants reported by clustering common ideas from multiple individuals in an attempt to most accurately represent the data at a conceptual level” (McNally, 2021, p. 37). This particular iteration of thematic analysis was appropriate, given the focus of our research is exploring the inner workings of KT through YWs’/OWs’ “lived experience, sense-making, views, needs, practices and so on” (Braun and Clarke, 2021 p. 11).…”

Section: Methodsmentioning

confidence: 99%

Is competence without humility wasted in building the trust necessary for knowledge transfer in younger/older worker dyads?

Scheuer,

Loughlin,

Ford

et al. 2023

JKM

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Purpose Successful knowledge transfer (KT) between younger and older workers (YW and OW, respectively) is critical for organizational success, especially in light of the recent surge in employment volatility among the youngest and oldest segments of the workforce. Yet, practitioners and scholars alike continue to struggle with knowing how best to facilitate these exchanges. The qualitative study offers insight into this phenomenon by exploring how KT unfolds in YW/OW dyads. Design/methodology/approach The authors performed a reflexive thematic analysis of semistructured interviews with two samples of blue- and white-collar younger/older workers from the USA (N = 40), whereby the authors interpreted the “lived experiences” of these workers when engaged in interdependent tasks. Findings The analysis, informed by social exchange theory and exchange theories of aging, led to the development of the knowledge transfer process model in younger/older worker dyads (KT-YOD). The model illustrates that, through different combinations of competence and humility, KT success is experienced either directly (by workers weighing the perceived benefits versus costs of KT) and/or indirectly (through different bases of trust/distrust perceived within their dyads). Further, humility in dyads appears to be necessary for KT success, while competence was insufficient for realizing KT success, independently. Originality/value In exposing new inner workings of the KT process in YW/OW dyads, the study introduces the importance of humility and brings scholars and organizations a step closer toward realizing the benefits of age diversity in their workplaces.

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Section: Methodsmentioning

confidence: 99%