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This paper seeks to examine the perception of young employees on working relationships satisfaction with communicative teamwork, mutual learning, participative decision making, and communicating feedback of the older employees in higher learning institutions in Malaysia.

A specially‐constructed questionnaire was developed for data collection. A total of 575 employees in five Malaysian universities in the Klang Valley participated in the study.

Young employees have positive teamwork relationships with the older employees. They learned a lot from the older employees as the older employees are helpful in sharing their experiences in decision making. At the same time, the young employees receive positive feedback from the older employees. However, the older employees hardly compliment the young employees for their achievements.

The current findings provide implications for future organisational and intergenerational research since most communication investigations are Western‐biased.

The findings can help both the older and the young employees have a better understanding of communication at workplace. Each generation is shaped by its experiences, which brings a variety of strengths to the workforce.

This study is unique because it examines an important issue which very little study has been conducted on the issue; the intergenerational communication in organisational setting in Asian perspectives.

Based on the work of Jurgen Habermas, language and communication and ways to move from words to communicative action in the business environment are discussed. Information is not the basis of communication. Rather, it is language and understanding. Language operates on two levels, a technical or linguistic level and a social or communicative level. The latter leads to interpersonal relationships and communicative action which provide the context for critique, change, and organisational competitiveness. The ways for managers to develop communicative competence among members of an organisation are considered.

Presents a German viewpoint of the approach chosen by large Japanese enterprises to recruit and develop future managers. After a short introduction to the Japanese educational system, presents the different stages of the selection of up‐and‐coming managers in Germany and Japan. Provides an overview of the basic personnel development strategies. Discusses the question of whether and in which way Japanese methods of junior staff development are applicable to enterprises in western, more individualistic cultures.

This qualitative study aims to understand young professional newcomers' experiences of communication processes in membership negotiation in their first workplace after graduation.

Instead of a one-time interview, the participants were contacted five to ten times during the three to ten months, beginning when they entered the workplace. The data were analyzed using a constant comparative method.

Three communication processes during membership negotiation were identified: developing reciprocity, seeking and perceiving acceptance and becoming an active member. To experience membership, newcomers need to achieve acceptance and engage in reciprocal communication in early interaction situations with managers and coworkers.

Only the experiences of newly graduated newcomers were studied. This study illustrates the communication processes and social interaction evolving in membership negotiation during newcomers' entry.

Organizations need to re-evaluate their short orientation programs to support membership negotiations in workplace communication.

By recognizing the communication processes during membership negotiation, the practices of newcomers' entry can be developed to support the membership development.

This study contributes to membership negotiation by showing how newcomers join the flow of membership negotiation through the processes of developing reciprocity, seeking and perceiving acceptance and becoming an active member.

In this paper, the author analyses the different patterns of learning one can find in the organisations of two contrasting economic fields representing different contexts for learning. The analysis concentrates on two different occupational groups at the medium skills level: specialists in the IT sector and skilled workers in the timber and furniture (T&F) sector. One of them belongs to the “new” and another to the “old” economy. He explains some of the reasons for the emergence of different patterns of learning and consequences they might have on the development of the organisations and individual workers. Also treats workplace learning as a means to overcome the gaps between the skills and competences “required by the job” and the competence workers have. The author tries to argue that learning, competence development and identification in cases of IT specialists and skilled workers in the T&F sector with one's work is mutually closely connected, and “space of work values” determined by the identification patterns can be a factor as facilitating as well as limiting the learning and competence development in these cases.

An original concept for a Web‐based role play “SurfingGlobalChange” is proposed on the basis of multi‐year interdisciplinary teaching experience and constructivist pedagogy. Underlying didactic orientation is towards self‐guided learning, acquiring socially compatible “competence to act” in a globalised world, self‐optimising social procedures inside teams, process‐orientation and peer‐review instead of teacher’s review. Participating students find themselves in an argumentative battle where they put their marks at stake. A comparison with similar games highlights the increased level of responsibility attributed to and expected from learners using this kind of “digital game‐based learning”.

The purpose of this paper is to identify and analyze the main strategies used in organizations to enhance intergenerational learning (IGL) and reduce knowledge loss. The emphasis is on universities that have an age layered or nested structure.

The research is based on an integrated approach of literature search, content analysis, survey based on interviews and questionnaires and the analytic hierarchy process method. The research questions are as follows: What is the level of awareness in organizations about knowledge loss and the role of IGL in reducing its consequences? What kind of organizational structure is adequate for promoting IGL? What are the most suitable strategies for enhancing IGL and reducing knowledge loss?

Universities have a nested generational structure, which makes them adequate for IGL. The most used strategies for enhancing IGL are mentoring, intergenerational research teams and intergenerational creativity workshops.

Empirical investigations covered only four universities. Research should be extended to a larger number of universities and also to companies.

Findings are valuable for organizations having an aging workforce and which want to reduce knowledge loss through the IGL process.

The study provides an insight look of how organizations experiencing a workforce aging phenomenon can enhance IGL to reduce knowledge loss.

This chapter builds the historical overview of RMA in Catalonia and explores the detail of how research management and administration (RMA) has evolved, particularly in this northeast region, in Spain. It shows the specific conditions under which RMAs have become a community over time. This chapter includes major government support initiatives, and takes a closer look at the RMA’s profiles, information on the evolution of their role, the possibilities for professional development, and their recognition. The results come from an open consultation carried out by AGAUR, the executive funding agency of the Government of Catalonia, addressed to RMAs of Research and Innovation (R&I) in Catalonia and published in a report in 2020. This is the second analysis carried out on the research management profession, and its recognition as a key player in attracting and managing competitive European (EU) and international funds.

Examines the subject of the glass ceiling for women managers and empirical research within a Metropolitan District Council. Looks at the causes of, effects of, and solutions to, the glass ceiling for women managers within an organisation in the UK. Concludes that the glass ceiling for women managers is a complex phenomenon. The results of the empirical research show that a glass ceiling for women managers exists within the council. The causes of the glass ceiling are wide ranging including a lack of career counselling and development for women, a lack of management development for women, attitudes of male councillors and managers, the expected role of women in society, conflicts between personal and work life, and the organisational culture within which women work. The effects of the glass ceiling for both the employer and women managers are analysed and solutions to the problem are explored.

Although several previous studies were focused on examining the determinants of research productivity, the knowledge of the competences and motives that lead researchers to achieve relevant scientific performance remains unclear. This paper is aimed at contributing to this gap in the research by proposing a typology to understand academic researchers' traits and extending the traditional “more is better” approach, which assumes that higher levels of competence and motivation are always preferable.

Cluster analysis was applied to a sample of 471 Spanish academics to examine diverse combinations of human capital attributes – knowledge, skills, and abilities – and two sources of motivation – intrinsic and extrinsic.

Four researcher profiles were identified: (1) high vocational academics; (2) motivated academics; (3) self-starter academics and (4) reactive academics. Based on these preliminary findings, we present conclusions about the functioning and productivity of academic researchers.

This paper contributes a novel typology of researchers to the extant literature based on the variables of academic human capital and motivation. The findings indicate that a required and specific combination of attributes better fits the reality of research activities.