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Intergenerational Interactions in Or...

Urick, Michael J.

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Intergenerational Interactions in Organizations: A Grounded Theory Examination.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Intergenerational Interactions in Organizations: A Grounded Theory Examination./
作者:	Urick, Michael J.
面頁冊數:	166 p.
附註:	Source: Dissertation Abstracts International, Volume: 75-02(E), Section: A.
Contained By:	Dissertation Abstracts International75-02A(E).
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3601419
ISBN:	9781303525780

Intergenerational Interactions in Organizations: A Grounded Theory Examination.
Urick, Michael J.

Intergenerational Interactions in Organizations: A Grounded Theory Examination. - 166 p.

Source: Dissertation Abstracts International, Volume: 75-02(E), Section: A.

Thesis (Ph.D.)--University of Cincinnati, 2013.

Past generational research has been hampered by a lack of consensus on what the construct "generation" encompasses and a dearth of studies on the effects of generational phenomena on employees and organizations. I address these gaps by more closely examining perceptions of generations and intergenerational interactions. Taking a grounded theory approach, I ask research questions related to the definition of generation and the nature of intergenerational interactions at work. Through in-depth semi-structured interviews with two samples (28 young professionals engaging in a leadership training program and 32 seasoned business consultants) I examine a variety of perspectives on generations.

ISBN: 9781303525780Subjects--Topical Terms:

626628
Business Administration, Management.

Intergenerational Interactions in Organizations: A Grounded Theory Examination.
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245 1 0 $a Intergenerational Interactions in Organizations: A Grounded Theory Examination.
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500 $a Source: Dissertation Abstracts International, Volume: 75-02(E), Section: A.
500 $a Adviser: Elaine Hollensbe.
502 $a Thesis (Ph.D.)--University of Cincinnati, 2013.
520 $a Past generational research has been hampered by a lack of consensus on what the construct "generation" encompasses and a dearth of studies on the effects of generational phenomena on employees and organizations. I address these gaps by more closely examining perceptions of generations and intergenerational interactions. Taking a grounded theory approach, I ask research questions related to the definition of generation and the nature of intergenerational interactions at work. Through in-depth semi-structured interviews with two samples (28 young professionals engaging in a leadership training program and 32 seasoned business consultants) I examine a variety of perspectives on generations.
520 $a Based on my analysis of interview data, I present two empirically grounded models. The first model shows the multiple ways interviewees understand the concept of "generation," including collective consciousness, genealogy, life stage, age, identity, contribution, and as a "weak" concept. The second model illustrates influences on intergenerational interactions, including society, work context, and individual characteristics. These three influences affect the complex interplay between multiple intergenerational tensions and strategies for managing them. Finally, based on an analysis of my data, I provide suggestions to help guide future generational research. I draw on extant literature on generations from sociology and organizational science as well as related streams of research on diversity and conflict.
520 $a My dissertation contributes to research and practice in several ways. First, it provides a fuller understanding of complex generational phenomena through systematic examination of how individuals describe how they manage and cope with intergenerational interactions at work. Second, it adds clarity to the generation construct by unpacking seven aspects of "generation," resulting in a more nuanced view. Third, it provides implications for managers in dealing with the complexities of intergenerational interactions and their potential outcomes in the workplace.
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