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Intergenerational workplace knowledge sharing: challenges and new directions

Intergenerational workplace knowledge sharing: challenges and new directions Drawing on theories pertaining to knowledge sharing, ageing at work and human resource practices for ageing workers, this article explores knowledge sharing challenges arising from the interaction between an increasingly ageing workforce and younger employees.Design/methodology/approachContextually, the authors focus on China, where the pace of demographic transformations offers a unique opportunity to investigate knowledge sharing practices in their socio-economic context. Empirically, the authors analyse knowledge sharing behaviours and practices of retail banking professionals in a Chinese big four bank.FindingsThe encouragement of knowledge sharing between younger and older workers should be incorporated into organisations' human resource strategies. The availability of development, maintenance, utilisation and accommodative human resource practices signals to older workers that they are valuable and are worth investing in.Originality/valueThe authors’ contribution to theory and practice is twofold: starting with the identification of perceived knowledge sharing challenges, the authors’ analysis offers important contextually grounded insights into what types of managerial practices are relevant in eliciting successful knowledge sharing within organisations faced with an ageing workforce. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Documentation Emerald Publishing

Intergenerational workplace knowledge sharing: challenges and new directions

Journal of Documentation , Volume 77 (3): 21 – Jan 12, 2021

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0022-0418
DOI
10.1108/jd-08-2020-0129
Publisher site
See Article on Publisher Site

Abstract

Drawing on theories pertaining to knowledge sharing, ageing at work and human resource practices for ageing workers, this article explores knowledge sharing challenges arising from the interaction between an increasingly ageing workforce and younger employees.Design/methodology/approachContextually, the authors focus on China, where the pace of demographic transformations offers a unique opportunity to investigate knowledge sharing practices in their socio-economic context. Empirically, the authors analyse knowledge sharing behaviours and practices of retail banking professionals in a Chinese big four bank.FindingsThe encouragement of knowledge sharing between younger and older workers should be incorporated into organisations' human resource strategies. The availability of development, maintenance, utilisation and accommodative human resource practices signals to older workers that they are valuable and are worth investing in.Originality/valueThe authors’ contribution to theory and practice is twofold: starting with the identification of perceived knowledge sharing challenges, the authors’ analysis offers important contextually grounded insights into what types of managerial practices are relevant in eliciting successful knowledge sharing within organisations faced with an ageing workforce.

Journal

Journal of DocumentationEmerald Publishing

Published: Jan 12, 2021

Keywords: Ageing workforce; Knowledge sharing; Intergenerational knowledge sharing; Human resource practices; Human relations; China

References