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This paper aims to describe what baby boomer family business owners in New Zealand perceive the implications of earthquakes on their business and succession planning. The current study focuses on how some businesses have survived significant uncontrollable contingencies, for instance, natural disasters. This paper also documents the insight of what baby boomer family business owners value in their succession planning.

Qualitative method was undertaken, comprising face-to-face in-depth interviews with 18 participants, who are baby boomers family business owners in New Zealand.

Driven by the unique social and political conditions in New Zealand, baby boomer family business owner’s revealed unique mind-sets and motivations that are oriented in their family value and/or the sense of self-fulfillment. As a result, they are able to adapt to uncertainties and reflect on their adaptability. Although approaching their retirement age and survived earthquakes, most interviewees neither have any urgency to establish or execute succession plans nor are they prepared for contingencies. A profitable trade sale has been identified as a preferred exit strategy.

The current study is aimed to fill in the gap of exploring how some baby boomers’ family businesses in New Zealand survived deadly earthquakes and how they approach their own succession planning.

It is hoped that this research will contribute to the well-being of family businesses and be of value to practitioners who provide professional advises for family firms and those who aspire to a career in family businesses. This paper also aims to shed light on the implication of aging population and government policies on family businesses. The findings are, therefore, useful for academics, professional consultants, advisors and regulators.

However, natural disasters, social unrest and many uncontrollable events disrupt business operations and can be viewed as uncontrollable contingencies. Ageing population and generation-based similarities are also common to many countries and communities. Nonetheless, the interdisciplinary research on ageing population is scant in the context of financial planning, management accounting or taxation at the firm level. This paper also calls for more in-depth exploration on the implications of demographical factors on the organisations and their success or demise.

The ‘baby‐boom’ generation has emerged as a significant group in debates focusing on population change. The demographic context concerns the increase in the birth rate across industrialised countries from the mid‐1940s through to the mid‐1960s. From a sociological perspective, boomers have been viewed as a group with distinctive experiences that set them apart from previous generations. In the UK context, however, there have been relatively few detailed studies of the characteristics of the boomer generation and, in particular, that of first‐wave boomers (born between 1945 and 1954) now entering retirement. This article draws on a research project exploring changes in consumption and identity affecting this cohort. The paper reviews some of the key social and demographic changes affecting this group, highlighting a mixture of continuities and discontinuities over previous cohorts. The article concludes with an assessment of the value of sociological research for furthering understanding of the baby‐boomer generation.

The purpose of this paper is to highlight the issues that arise for marketers and consumers in the branding of generational cohorts, with a focus on the baby boomers recent encroachment into the seniors market.

The paper reviews current knowledge of the brand characteristics of the baby boom generation and their consumption patterns compared to traditional seniors.

The paper finds that baby boomers, although now in their 40s to 60s, are perceived by marketers as a generational brand which is different from the objectively defined seniors market which, based on seniors membership organisations, starts at age 50.

Given the changing consumption patterns of baby boomers when compared with prior generational cohorts at the same age, brands need to reflect this generation's perceptions of itself to appeal the 50 plus market.

Because of the world wide phenomenon of the ageing of the population, the 50 plus market is the fastest growing and wealthiest market in developed countries. A better understanding of the influence of generational cohorts as opposed to age as a segmentation and positioning variable will result in more effective targeting of this cohort.

The purpose of this paper is to disseminate research findings that compared attitudes regarding apparel and fit preferences as well as actual buying behaviors for 229 female baby boomers employed at a midwestern university.

Researchers created a questionnaire that examined purchasing attitudes, behaviors and identified valued apparel characteristics and garment fit expectations/frustrations. Data were analyzed using descriptive statistics.

Results indicated that respondents were frustrated that the apparel industry did not cater to their apparel and fit needs more effectively. While they felt that they knew how to judge proper fit, they indicated that store personnel should be knowledgeable about products in general and clothing fit in particular. They also had distinct clothing design preferences and chose fit, product quality and price considerations over designer and brand names.

The population was limited by midwestern demographic and economic factors descriptive of employees working in a rural community. This may limit the application of results to more diverse baby boomer populations located throughout the USA.

Survey results provide the apparel and retail industry with data that can be used to design and market clothing that is a more accurate reflection of boomer needs and wants, thus producing more satisfied consumers and maximizing industry profits.

This unique study is helpful in expanding an understanding of the apparel and fit preferences of the lucrative baby boomer generation.

Western researchers have concluded that generational groups of workers have different work characteristics and prefer different leadership styles. This paper investigates whether Western research applies equally to generational groups in Taiwan's workplaces, specifically in the higher education sector and manufacturing industry.

A total of 20 higher education institutions and 148 manufacturing SMEs in machinery manufacturing in Taipei were identified. After operational definitions for constructs were defined, a questionnaire was developed and administered. After data had been processed through editing, coding and tabulation, a statistical technique was selected where research expectation tests could be conducted. In order to test construct validity, factor analysis was also performed. Multivariate analysis of variance (MANOVA) was conducted to test for any significant differences between the variables under investigation.

The research shows that generational groups in manufacturing industry have different work characteristics and require different leadership styles, while there were no differences in work characteristics and preferred leadership style for generational groups in the education sector.

The results of this research provide some direction for leaders and researchers. Leaders should recognise the different work characteristics between generational groups and apply leadership styles that will positively contribute to employee motivation.

This chapter aims to identify differences in the perception of transformational leadership (TL) of three generations – Baby Boomers, Generation X, and Generation Y or Millennials – for an in-depth understanding of the immediate role and challenges facing leaders in organizations. Current days is an excellent time to question what is known and what should be known about leadership and leaders. Latin American leadership characteristics can have a direct effect on the success of business ventures in the region. Leadership can be understood in diverse ways: as an attribute of a position in the organization; as a trait, according to the characteristic of the person; as a behavior, according to the way in which the person acts (Mallma-Vivanco & Córdova-Marcelo, 2015). Several studies carried out in Mexico, Colombia, and Chile show that the Latin American leaders believe that having good working relationships with low conflict is essential to their satisfaction and high performance, and they are usually authoritarian and prefer aggressiveness and assertiveness (Romero, 2004). This study reviews the literature across different generations and related best organizational practices to identify key definitions and empirical results. We compared and contrasted the data from different generations. The findings show that Baby Boomers have a better perception of TL of their leaders than Millennials and even those from Generation X. Thus, the empirical results allow business leaders to understand the differences in perceptions and the unique characteristics of the three generations of workforce in organizations: Baby Boomers, Generation X, and Millennials.

The purpose of this paper is to highlight consumer trends relating to the baby boomer generation and identify the relevant marketing communications required to connect with these travelers.

This study involved a thorough review of recently published marketing research and new reports dedicated to the baby boomer generation and the travel industry.

Traveling boomers are looking for a memorable experience rather than a holiday, seeking authenticity, spiritual and mental enlightenment, nostalgia, convenience and spontaneity, all packaged in a safe, customized, healthy, green wrapping and delivered with great customer service. To connect with these boomers, marketers should emphasize youth, use nostalgia, show how to improve boomers' lives, provide detailed information, promote the experience, and use a variety of media.

The literature on marketing to baby boomers is fragmented and sometimes contradictory. This could be because the boomer market is not homogenous. Further research is needed to understand the different segments of the boomer market. Recognizing the differences among these segments and understanding their motivations and desires, can help tourism marketers craft products, strategies and messages that will resonate with this generation.

The key to securing and retaining this growing lucrative segment is better understanding of how they behave, their buying motivations and their needs as they get older. This paper has moved one step forward in this understanding by identifying the key psychographic nuances of the traveling boomer and suggesting how to connect with them.

This is an original contribution in that it is one of the first academic papers to address the traveling baby boomer. It will be of significant value to those marketing tourism services in the twenty‐first century.

This research provides a comprehensive overview of the luxury brand cognitive and affective experience, category ownerships and consumption level of affluent adult consumers in the USA. The purpose of this study was to illuminate generational cohorts’ differences and/or similarities among the consumers regarding collecting behavior of, brand self-congruity toward and emotional brand attachment with fashion luxury brands.

Using a cross-sectional quantitative approach, the authors conducted a national, representative online survey, 443 usable responses were collected from four generational cohorts, namely, older boomers, younger boomers, Generation Xers and Millennials, who reported an annual household income of US$150,000 or more. Descriptive and multivariate statistical analyses were used to provide the empirical findings.

Findings suggest that there are significant differences in the luxury brands they owned the most; Millennials exhibited significantly more frequent purchases of luxury fashion goods for all retail types – both brick-and-mortar and online, as well as upscale and discount-image retailers, compared to older Baby Boomers; and there are clear distinctions of cognitive, affective and behavioral responses toward fashion luxury goods between Millennials and older Baby Boomers. For instance, Millennials are more emotionally attached to luxury fashion brands, they see themselves more aligned with the brand image, and they collect such goods significantly more, compared to the older Baby Boomers.

By providing empirical evidence of contrasting each generational group’s unique consumption behavior in terms of luxury brand goods such as ownership level (accessible vs high-end luxury), retail channel choice behavior, cognitive, affective and behavioral responses toward the luxury fashion goods, the authors provided clear strategies for the luxury brand managers regarding two distinctive segments in the luxury marketplace.

The purpose of this paper is to investigate if differences exist between the four wine-consuming generations in wine purchasing behavior, the desirability of wine attributes when making a purchase decision and information sources used. It examines if generational market segmentation is an actionable and valuable strategy for the wine industry. Generation Z, Millennials, Generation X and Baby-Boomers are the four generations examined. This research also investigates if the generations behaved differently concerning wine consumption during the COVID-19 pandemic. Further, expectations concerning future wine purchasing behavior are examined.

An online survey was conducted between April 29, 2020 and May 7, 2020, with a sample size of 944 consumers from Western US States (California, Washington, Idaho, Oregon and Nevada). One-way analysis of variance technique and Chi-square tests were used to examine differences.

Segmentation by generation is appropriate when creating products, pricing, determining channels of distribution and creating messaging for a specific wine brand. The COVID-19 pandemic caused channel shifting that is expected to continue after the pandemic.

This is the second academic paper that examines differences in wine purchasing behavior between generations including Generation Z and the only study that examines the purchasing behavior changes and expectations for the future by generation concerning the COVID-19 pandemic.

A national survey should be conducted to confirm that the results from the sample that was mostly from California and neighboring states reflect the national wine consumer in the USA.

The research identifies the products, prices, channels of distribution and messaging that are appropriate to target each generation.

A major trend in the changing nature of work is the increasing use of temporary workers. Although common among students, older employees have joined the ranks of temporary workers as they extend their work lives. Temporary workers tend to report lower affective commitment and consequently poorer work outcomes. However, different generations of workers may conceive temporary work differently from each other. The purpose of this paper is to explore how different generations of temporary workers, respond to human resource practices (HRP), which in turn influences their affective commitment and work performance.

The sample is comprised of 3,876 temporary agency workers (TAWs) from seven temporary employment agencies in Portugal. The authors undertook multiple group SEM analyses to test a moderated mediation model that accounts for TAWs’ affective commitment (toward the agency and the client company) across three generations (Baby Boomers, Generation X and Millennials) in the relationship between human resources practices and overall perceived performance.

After controlling for gender, age and tenure, the authors find generational differences in the perceptions of HRP and perceived performance. The results support the moderator effect of generations in the direct and indirect relationships – through both affective commitments – between TAWs’ perceived HRP and perceived performance.

The cross-sectional design limits the possibility to make causal inferences.

This study contributes to a better understanding of how different generations respond to temporary employment relationships. The findings suggest important differences in the way in which the same HRP system relates (directly and indirectly thorough affective commitment toward the client) with their perceived performance across different generations.