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This study aims at identifying factors that influence Generation Y to choose Airbnb. The topic of this study is of great importance to understand the new trend of accommodation that is currently taking place in the hospitality industry worldwide known as Airbnb, its main target market is Generation Y. The popularity of Airbnb is on the rise and it has become the main competitor to the traditional hotel industry. This research has identified four factors – socio-economic, environmental, technological and media – that largely influence Generation Y while choosing Airbnb as their preferred accommodation. The research represents a framework to test the relationship between these factors and Generation Y decision to choose Airbnb. The data were collected in Malaysia, which is one of the most popular tourist destinations in Southeast Asia, from 200 respondents of different nationalities who intend to or have experienced staying with Airbnb. The data were collected through physical distribution of the questionnaire as well as through an online survey. SPSS version 21 was used to analyse the data. The findings suggest that the various factors identified have a significant influence on Generation Y decision while choosing Airbnb as their accommodation. This finding helps Airbnb maintain its target market by determining the key factors that influence Generation Y. The study also identifies technological and environmental factors that play an important role in the Generation Y decision to choose Airbnb.

The dynamic and evolving character of the fashion market, affected by globalisation and technology development, has resulted in complex supply chains. In order to keep costs down, fashion companies have relocated their production facilities to developing countries. At the same time, easing trade restrictions and reducing tariffs have encouraged fashion companies to offer their products all around the world. Accordingly, fashion supply chains have become geographically dispersed, with an increasing number of members, and decreasing traceability and visibility of the chains. As a consequence of that, they face uncertainties and some risks, from stock-outs, late deliveries, over-stocks, to counterfeits etc. This chapter sheds light on counterfeiting as the making of a product that so closely imitates the appearance of the product of another as to mislead consumers that the product is an original. Counterfeiting presents the biggest threat to the fashion industry due to its growing popularity among consumers who were not aware of buying fakes or knowingly bought fake fashion items. This chapter aims to examine the pros and cons of purchasing counterfeit fashion products (CFPs) by Gen Y and Z consumers, as they are more likely to purchase them. The results of the study on a sample of young Croatian consumers show that they prefer CFPs due to functional benefits of price and accessibility, and overestimated originals. The main reasons for young consumers not purchasing counterfeits are the perception of having poor quality relative compared to authentic ones as well as the ethical and legal dilemmas involved.

In this chapter the author examines intergenerational transmissions of kindness through four generations of women in her family. Employing an autoethnographic approach (Ellis, Adams, & Bochner, 2011), the author shares her journey of understanding the importance of studying kindness in academia by acting as the connective tissue between the stories and how the author finds the meaning of kindness through her own experiences and interpretations. Using a research methodology called sensebreaking (Pratt, 2000), the author reveals how kindness acts as a catalyst to help recover from challenges by nurturing self-worth. Sensebreaking undoes meaning-making by disrupting the sensemaking process when contradictory evidence causes individuals to question their interpretation (Mirbabaie & Marx, 2020). The author demonstrates how these women struggle with the deep-rooted need for independence and dignity when facing a challenge and define random acts of kindness from others. Across the four generations, a theme of generativity is revealed, showing a need to nurture and guide younger people and contribute to the next generation.

Taking the element of saving face into account, this chapter uses LJN Resources as an example, specifically the communication pattern between the manager, Mr John (Gen Y category), and the founder, Mr Lim (Baby Boomers category), in which the son-in-law and father-in-law relationship complicates the communication dynamics. Communication exchange in the western versus eastern society is explained. Utilising lifespan development perspective as the framework, communication among employees of different ages in family business is examined, particularly those at the establishment stage versus maintenance stage. Application of two models of communication in choice theory, namely (a) caring habits replacing deadly habits and (b) circle of strength replacing triangle of pain, is being discussed.

This study examines influence and motivational tactics for effectively managing entitled employees, a potential connection between generations and levels of entitlement, managerial challenges, and sources and characteristics of entitled employees. The study uses qualitative methods and data from hospitality leaders. Increased legislature and use of technology, the structure of the educational system, and changes in social norms are promoting entitlement in the workplace. Generation Y hospitality employees hold a higher sense of entitlement than past generations and possess that sense of entitlement even before entering the workforce. The most favorable reactions of entitled employees were attributed to the use of exchange and coalition tactics where entitled employees find pride in their employment and management promotes teamwork and accountability.

Generation Y is a new sizable market that is fast changing as the landscape of the internet rapidly evolves. Until now, research has examined mainly the perceptions of different online buyers of accommodation in specific geographical areas, with little attention devoted to Generation Y. This study examines Generation Y travelers’ perceptions of hotel disintermediation in France. The results, based on a sample of 378 French travelers, show four underlying dimensions of perceptions. Findings also reveal that only gender and age significantly influence perceptions. The chapter closes with implications for increasing trust and attractiveness of the online accommodation offer to French Generation Y.

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.

Ageing demographics are impacting employers around the world and, for many organisations, there are strong business reasons to develop strategies for managing the age profiles of their workplaces. Societal ageing is not necessarily bad news for business: older workers can be a valuable resource for employers in terms of skills, in-house knowledge and flexibility. Further, as populations age, businesses are delivering goods and services to an ageing market, and older workers can be a valuable resource. While ageing demographics can provide opportunities for the business community, there are significant challenges facing employers. For example, balancing the career interests and expectations of older and younger workers will necessitate new approaches to workforce planning, performance management and team building. As skilled workers become more scarce, employers need to also find ways to make better use of the talents and capabilities of older unemployed people. This chapter is written by representatives of employer networks in Europe and Asia. We discuss innovative approaches to age diversity of organisations on both continents. These include approaches to phased retirement, lifelong learning, flexible retirement and mentoring. In the final section, we suggest a research agenda which will generate practical knowledge for businesses which want to better manage workplace ageing. A business-focused research agenda includes improving the understanding of generations in the East and West, the intersection of age and other forms of diversity, lifelong learning, joblessness and providing the business case for businesses of different forms.

The alphabet is running out of letters to tag new generations of young people who are entering the workforce. Gen Xers are now executive managers as Gen Ys settles into corporate careers. But what happens when Gen Z moves into the workplace? It seems oddly appropriate that these true digital natives will close out the alphabet because they are poised to reinvent the very nature of what we think of as work and business. Globalization and automation are both decisive factors in the creation of goods and services, often with less and less human oversight. At the same time, technology is creating a new, decentralized and digitized workforce that work more as free agents than company employees. This article will examine how companies can manage the transition of a workforce that is automated and can work from anywhere.