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The purpose of the current study was to compare and contrast various marketing‐ and consumer‐related attitudes and behavior across the baby boomer (those born between 1946‐1964) and baby buster (those born between 1965‐1976) generations. Study results suggest that baby busters, compared with baby boomers, are more favorably predisposed toward marketing and advertising. It was also found that the two generations differ in their understanding of the domain of marketing. These findings have important implications for marketing practitioners and academics alike. Possibly the most significant finding of the present study was the generally elevated levels of compulsive buying found across both generations. Using Faber and O’Guinn’s compulsive buying clinical screener, we found that 7 percent of baby boomers and 11 percent of baby busters were classified as compulsive buyers. These are considerably higher than earlier estimates of the incidence of compulsive buying and warrant further investigation.

Examines the implications of the Baby Bust generation, the post baby boom generation of American society, on marketing. Describes the Baby Bust generation and provides the authors′ views of the marketing implications resulting from this phenomenon. Also provides recommendations to marketers on how better to market to the Baby Bust generation.

Examines differences in discount store selection factors among both male and female members of the “baby busters” generation. Results indicate that significant differences in discount store selection factors do exist between male and female members of the baby busters generation. These findings suggest that the current practice of dual‐gender positioning by discount stores may be less effective than the more traditional female‐oriented approach.

This paper seeks to examine the attitudes of the largest groups in today's workforce, the baby boomers (born between 1945 and 1962) and generation X (born between 1963 and 1982) on team formation. The study measures individualism‐collectivism levels on five dimensions in both groups.

Based on survey research (n=434), data were analyzed using factor analyses (extraction and rotation choices) consistent with previous research.

The findings demonstrate that an updated paradigm for team‐building needs to be developed that encourages individual identity and personal values as well as those of the group.

The authors did not examine all of the potential social and cultural influences on team behaviour (e.g. nationality, ethnicity or religious influences). Future research should attempt to either measure or control for more of these variables.

Past management paradigms on team formation must be adapted to current managerial needs. The “melting‐pot” analogy, where individual team members completely subordinate themselves to the needs of the team, is obsolete. A more appropriate analogy would be the “salad bowl”, where individuals work together, yet do not have to give up their individuality. This paradigm might pose new challenges in its implementation, but the greater acceptance of diversity can, paradoxically, foster a greater level of authentic team spirit.

This research examines the generational effects on teamwork within a changing workforce. Managers directly involved with team formation and maintenance are likely to be those who benefit most from this research. However, everyone involved in a team‐based environment should find it useful.

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.

In recent years there has been discussion in the management and organisational literature on generational differences and how they may impact on the design of workforce strategies. However, much of the discussion appears to be based on observation rather than large empirical work. Indeed, I would argue that wider support for the requirement to manage the workforce around X and Y issues is absent. For example, employers of choice are looking to win talent by tailoring employment policy to capture the dynamism of the modern era rather than discrete generational values. Significantly, the bulk of generational data cited by popular writers is subjective, non‐representative, makes use of single‐point‐of‐time data and uses retrospective comparisons. Importantly, scholarly literature does not draw arbitrary and abrupt lines between generations. In seeking to determine a preferred workforce strategy organisations would be better served by acknowledging the technical, economic, political and social dynamism of modern life rather than the flawed conclusions of popular generational literature.

The purpose of this paper is to explore congruency between the self-identity of Baby Boomer, Generation X and Generation Y consumers with the generational label and popularised identity of each generational cohort.

Data were collected using a mixed methods approach of focus groups (n=49) followed by an online survey (n=627) of Baby Boomer, Generation X and Generation Y consumers. Focus group data were thematically analysed. Descriptive, ANOVA and factor analysis was conducted on the survey data.

The results show that most consumers only have a vague association with their generational label and profile and find it easier to characterise generations that are different to their own. Generation self-identity congruency is greater among members of the Baby Boomer cohort compared to the younger generations. Yet, even in the Baby Boomer cohort, generational identity is not homogenous among its members.

The results challenge the explicit use of generational labels and stereotypes in marketing strategy.

Given the immense interest and application of generational cohort segmentation, understanding whether and why consumers identify with cohort labels and profiles is critical. The paper questions the longevity of generational cohort analysis given the limited understanding and relevance of this concept to consumers.

Understanding generational differences are important because generational diversity can affect work relationships and the effectiveness of communication, engagement and performance management strategies. On the other hand, organizations should be concerned about employee engagement, considering all the positive outcomes that engaged employees could bring to the workplace. The paper aims to discuss these issues.

The purpose of this study is to examine employee engagement of different generations in Iran. Four hypotheses were proposed regarding job engagement and its constructs: vigor, dedication and absorption. The study utilized ANOVA tests to detect statistically significant differences between generations.

The results revealed not only a number of significant differences among generations, but also some similarities. The study shows the value of generational analysis as a useful segmentation criterion in organizational behavior researches.

To distinguish between different generations in relation to job engagement, also better understanding the behavior of generational cohorts that affect the success of organizations. It helps managers to find and resolve the conflict among persons and groups in the organization and also to achieve the benefits of diversity, creativity and energy of generations.

Marketers cannot neglect the X Generation, yet targeting this group has proven difficult, since “Xers” reject any segmentation and marketing techniques that attempt to generalize their characteristics. The targeting is made more difficult due to their advertising‐literate subculture. In this paper, the fashion purchasing behaviour is examined and the results of a survey conducted in Hong Kong are reported. Fashion marketing strategies are suggested for marketers to promote their merchandise to this group of consumers successfully.

This special “Anbar Abstracts” issue of the Marketing Intelligence & Planning is split into nine sections covering abstracts under the following headings: Business Strategy; Marketing Strategy; Customer Service; Sales Management; Promotion; Marketing Research/Customer Behaviour; Product Management; Logistics and Distribution; Sundry.