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Kuyken, Kerstin; Ebrahimi, Mehran; Saives, Anne-Laure
2018 The Learning Organization
PurposeThis paper aims to develop a better understanding of intergenerational knowledge transfer (IKT) practices by adopting a context-related and comparative perspective.Design/methodology/approachA qualitative case study design involving 83 interviews and non-participative observation in German and Quebec organizations has been chosen.FindingsTwo distinctive archetypes of IKT emerge from both national contexts: “we-individualizing” (Germany) and “I-connecting” (Quebec), leading to an eightfold taxonomy of IKT practices.Research limitations/implicationsThis research is limited to young and senior workers and to high-tech sectors.Originality/valueComparative and inductive study of IKT, adaptation of IKT practices to national contexts, retaining younger workers. This inductive and comparative study allows a better adaptation of IKT practices to national contexts and therefore a better retention of younger workers.
Kaminska, Renata; Borzillo, Stefano
2018 The Learning Organization
PurposeThe purpose of this paper is 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/approachThis study uses 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.FindingsThis 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 LO.Research limitations/implicationsAs conclusions are specific to a context of a single organization, the authors recommend other case studies, to enrich the findings.Originality/valueBy highlighting how the use of social networks modifies who has the power and the control over knowledge in an organization, this paper enriches the theory on the LO. It has implications for managers wishing to design LOs in the context of intergenerational diversity.
Sprinkle, Therese A.; Urick, Michael J.
2018 The Learning Organization
PurposeMethods for facilitating learning and knowledge transfer in multigenerational workplaces are of importance to organizations. Yet, intergenerational learning is vastly understudied in academic organizational literature. This conceptual paper aims to recommend future directions for studying intergenerational learning by examining three interrelated considerations.Design/methodology/approachGeneral knowledge management concepts, various generationally based perspectives on training and low-stakes development initiatives, are examined by integrating the existing literature.FindingsThe authors suggest that improved learning will occur in organizations that facilitate targeted socialization, respond to new preferences and trends in development programs while leveraging multiple approaches including informal/individualized initiatives (such as on-the-job education, mentorship programs) and embrace multiple types of volunteering activities.Originality valueAlthough other work has reviewed intergenerational learning, this is the first research to focus on multigenerational learning while considering tacit and practical learning transference from inside and outside the organization.
2018 The Learning Organization
PurposeThis paper aims to explore the types of learning engendered by internal mobility (IM) by referring to the principles elaborated by Bateson (1972).Design/methodology/approachA qualitative methodology is followed with interviews among 50 professionals working at four large French firms.FindingsA system of classification for IM is proposed, namely, replication, adaptation, innovation and revolution.Practical implicationsThe identification of these categories invites human resource managers to reconsider the traditional career paths.Originality/valueThis paper brings a new perspective on the possible link between learning and IM and questions what employees really learn thanks to their moves.
Kilskar, Stine Skaufel; Ingvaldsen, Jonas A.; Valle, Nina
2018 The Learning Organization
PurposeThis paper aims to explore the relationship between the contemporary forms of manufacturing rationalization and the reproduction of communities of practice (CoPs) centred on tasks and craft. Building on critical literature highlighting the tensions between CoPs and rationalization, this paper aims to develop a nuanced account of how CoPs are reproduced in the context of rationalization.Design/methodology/approachA qualitative case study of a CoP involved in the production of automotive components was conducted. Following a change in ownership, the company was instructed to rationalize production according to the principles of lean production. Data were collected through participant observation and semi-structured interviews.FindingsThe CoP of the case study reinterpreted, resisted and redefined the lean production practices according to the established norms and values. In collusion with local management, workers protected the integrity of the community by engaging in hypocritical reporting. While lower-level managers buffered the rationalization pressures, workers would “get the work done” without further interference.Research limitations/implicationsThe critical research approach may be applied to a wide range of cases in which informal or professional work organization collides with change programmes driven by management. Future research is encouraged to investigate more closely how CoPs gain access to formal and informal power by enrolling lower-level managers in their joint enterprise and world view.Practical implicationsManagers should be aware that attempts to rationalize community-based work forms may lead to dysfunctional patterns of organizational decoupling.Originality/valueThis study is one of the first to empirically examine the relationship between CoPs and manufacturing rationalization.
2018 The Learning Organization
PurposeThe purpose of this paper is to highlight challenges and opportunities that surround the process of intergenerational learning and knowledge transfer. Several options in this regard have been discussed from the managerial and employee perspective.Design/methodology/approachThe systems approach has been implemented to identify options of intergenerational learning and knowledge transfer that could be valuable when developing a strong individual and organizational body of knowledge with the purpose to avoid the “knowledge crash.”FindingsA review and analysis regarding intergenerational diversity, especially in the light of information and communication technology and social media, has been proposed along with the discussion on possible intergenerational knowledge transfer practices and methods of developing learning agility in all generations though engaging in internal mobility and building communities of practice and learning.Research limitations/implicationsConclusions and remarks provided in the paper need further empirical testing and validation.Practical implicationsImplications for practitioners, especially mangers, have been identified regarding recommendations for implementing intergenerational knowledge transfer solutions which could benefit all stakeholders – not only younger and senior employees but also managers responsible for pursuing enterprise development based on continuous learning and knowledge sharing.Social implicationsImplementation of suggestions provided in the paper regarding intergenerational knowledge transfer and learning could result in significant benefits in terms of less intergenerational conflict and stress and greater organizational working cohesion as well as further advancements in organizational learning and knowledge management.Originality/valueChallenges that surround the process of intergenerational learning and knowledge transfer have been identified along with options to manage this complicated and often delicate processes from the managerial and employee perspective.