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The study investigates whether the customer experience, satisfaction and continuance intention interrelationships in mobile banking services vary across Generation (Gen) Y and Gen Z consumers.

The data were collected using online surveys from 224 Gen Y and 238 Gen Z mobile banking users. The study uses the partial least squares structural equation modelling (PLS-SEM) technique and an asymmetrical analytical approach through fuzzy set qualitative comparative analysis (fsQCA) to examine the effects of five experience dimensions (pragmatic, usability, affective, sensory and social) and satisfaction on continuance intention.

Whilst Gen Z values pragmatic and affective experiences more than Gen Y and assigns less importance to usability experience (Uxp), both PLS-SEM and fsQCA did not find any significant impact of sensory experience (Sxp) in any cohort. In contrast, fsQCA suggests that social experience could play a significant role for specific segments within both generations. Furthermore, PLS-SEM demonstrates a greater impact of satisfaction on continuance intention for Gen Y than for Gen Z.

The sample consists of high/middle-income urban consumers in one country. Future research could investigate low-income and semi-urban/rural consumers and consumers living in other countries.

Banks must recognise the diversity within and between Gen Y and Gen Z, adopting a segmented user experience approach. Users within each generation may prioritise distinct aspects of the mobile banking app and understanding the specific differences between Gen Y and Gen Z preferences is crucial.

Encouraging mobile banking users to engage in community-driven financial initiatives can inspire non-users, promoting digital financial inclusion.

To the best of the authors' knowledge, this study is the first to compare the customer experience-based psychological patterns of continued mobile banking use in Gen Y and Gen Z.

Marketplaces are changing, and customers are demanding improved experiences where they want, how they want, and when they want. The omnichannel concept is perceived as an evolution of multichannel retailing, which implies a blurring division between the physical and online stores. In the omnichannel environment, customers move freely among physical and online stores expecting seamless shopping experiences between channels. Among different generational consumer groups, Gen Z deserves marketers’ particular attention, which is the new rising segment for omnichannel experiences. The purpose of this chapter is first to verify the essence of generational differences in consumer’s omnichannel buying behavior by giving a special focus on the Gen Z segment. Secondly, this chapter discusses how retailers should integrate their online and offline store channels to provide the best retail brand experience to these distinctive Gen Z consumers.

Generation Z comprises the newest cohort to enter the workforce, and they not content to be the Millennials’ younger sibling. Born between 1997 and 2012, Gen Z’s identity is shaped by being the first generation to come into a post-9/11 world, by the effects of the Great Recession on their parents’ and families’ economic well-being, by the proliferation of technology and social media, by the specter of school shootings and violence, and by the current period of reckoning with past and present racial injustice. The defining moment for this generation, however, is entering adulthood during or in the wake of a global pandemic that significantly changed both education and industry. The confluence of this new generation of career entrants, the dramatically shifting job forms and careers (e.g., contingent work and the gig economy), and the post-COVID landscape of work provides a rich and compelling research agenda for management and human resource management as Gen Z enters workplace and progresses through their careers. Little academic research has examined this generation and its complexity, but the business community is very interested in preparing for the influx of Gen Z into their organizations and as consumers. Gen Z is diverse, global, and mobile. They are defined by their almost symbiotic relationship with technology, but surprisingly desire in-person connection. This generation was hard hit by the COVID-19 pandemic, in their education, finances, relationships, and well-being. They are a generation in flux. Future research directions are explored and presented.

This chapter will outline the importance of engaging and informing Generation Z (Gen Z) about gender equality in UK sport governance and leadership. The chapter presents a live case study from an ongoing (2021–2026) European Commission ERASMUS + Sport Collaborative brief entitled Gender Equality Toolkit for Generation Z (GETZ) project. The theory explaining Gen Z behaviours, expectations and educational requirements will be explored as well as a review of the links between high participation rates and leadership roles in sport for men and the low participation rates and leadership roles for women, and how this issue can be addressed through wider awareness and increased education. The remainder of the chapter will introduce the online educational toolkit created through the GETZ project which attempts to build shared accountability for culture change through a teaching and learning community. Furthermore, considerations from the GETZ projects past, current and ongoing research studies related to areas of gender equality and Gen Z perceptions of inequality in sport will be discussed with the view to providing Gen Z with current knowledge on gender inequalities in sport and insight into the processes that reinforce existing inequalities as well as give them the space and skills to bring about long-term sustainable change.

The purpose of this study is to explore the perspectives of Generation Z college students regarding the job selection process, as well as the impact of digital technology on their career choices and job search endeavors.

Using the grounded theory methodology, the study used in-depth interviews with 15 participants to investigate the research inquiries.

The study identified six emerging themes related to the career aspirations of Generation Z students. The authors generated a job selection process model of Generation Z based on participants’ accounts of their recent job search experience. The model portrays the decision-making process performed by Generation Z job seekers while determining their career path.

To enhance comprehension of the job selection process among Generation Z individuals, future studies should incorporate a broader range of participants encompassing diverse cultural, social and economic backgrounds. Scholars have the potential to examine the relationships between Generation Z job seekers’ job selection, job performance and job satisfaction through a quantitative approach.

The six themes pertaining to optimal jobs for Generation Z can assist HR professionals in enhancing their understanding of the emerging pool of young and talented individuals. The utilization of the four-stage job selection process model may serve as a valuable tool for college career service professionals in the enhancement of tailored training programs.

This empirical study examines Generation Z job seekers’ attitudes toward their future profession, their perceptions of ideal occupations and the influence of technology on their search, preparation and selection processes for future careers.

The purpose of this study is to identify segments in the Gen Z population (born between 1996 and 2010) in Europe, the USA and Australia, based on brand- and lifestyle-related variables and perceptions about their online activities. This study explores how these segments differ and provide insights into cross-country similarities and differences.

An online survey was conducted with 4,304 participants, and cluster analysis and analysis of variance were used to identify and profile Gen Z segments in each of three geographical areas.

Five segments in Europe and four segments in the USA and in Australia were identified. Segments differ in terms of the importance they attach to exclusivity, inclusivity and sustainability of brands, how Gen Z members perceive money issues and stand in life and how they perceive their online activities. Similar segments are found in the three geographical areas.

This study proposes a conceptual and analytical approach for exploring intra-cohort diversity. Future research can apply this approach to different generational cohorts and use it to study intra-cohort diversity in other parts of the world.

This study provides input for marketing practitioners to create better focused and more effective campaigns.

Cross-country generational cohort research is scarce, and especially intra-cohort diversity is under-researched. This study offers a deep and fine-grained insight into the diversity of the Gen Z cohort across three geographical areas, based on representative samples in these areas.

The purpose of this study is to explore Generation Z (Gen Z) consumers’ sustainable consumption behaviors at a university campus by examining various antecedent and moderating influencers of their sustainable consumption behaviors.

A quantitative research methodology is used in this study. A structured questionnaire was administered (n = 279) to young college students (Gen Z consumers in the context of this study) enrolled at a large state university in the USA. The structural equation model was used to test the hypothesized relationships in the conceptualized model.

Study findings show that social responsibility (feelings, engagement and expectations) and external incentives (material and social) positively influence Gen Z consumers’ sustainability interests, which in turn influences their sustainable consumption behaviors (actions). Collectivist cultural values did not appear to have any statistically significant effect on Gen Z consumers’ sustainable consumption interests. Moreover, learned helplessness, perceived barriers and the awareness of the consequences of sustainability consumption actions did not have any significant moderating effect on Gen Z consumers’ sustainable consumption behavior.

The questionnaire was only sent to students majoring in business degrees, which may limit the generalizability of this study to broader Gen Z consumer populations. Expanding this study to include non-business students may be valuable as a next step. Replicating this study in different cultural environments of international countries could enhance the relationships identified in this study.

Consumer social responsibility education along with material and social incentives will encourage Gen Z consumers’ participation in sustainable behaviors at college campuses.

This research provides valuable insights into understanding the importance of consumer social responsibility and external incentives in influencing Gen Z consumers’ sustainable consumption intentions and behaviors. Accordingly, consumer social responsibility education and incentive programs need to be developed to encourage the participation of Gen Z consumers in sustainable consumption.

Organizations must be resilient to be agile and sensitive to numerous shifting situations due to the pandemic. There is limited research on how to bring the disparate perspectives and requirements of different generational cohorts in companies together to achieve outcomes that encourage organizational development and sustainability. Therefore, the purpose of the present study is to explore how Gen Z’s competencies can be banked upon to foster organizational learning to sustain.

Considering the constantly changing scenario in business organizations and the growing need for organizational learning to sustain, the authors have conducted an extensive review of the literature to understand how to sustain organizational learning for and through Gen Z. An integrative secondary search was carried out for specific and relevant work on the topic. The authors have considered both empirical and qualitative studies in their review to highlight the various themes that emerge from the extant literature.

The study indicates that much of the knowledge and experience is filtered through a generational lens, and organizations must encourage the development of Gen Z employees through e-learning, psychological contract, intrapreneurship and reverse mentoring. Based on the findings, the authors have proposed an ICES model which unifies the above four factors. The proposed ICES model encompasses specific interventions of having an Integrated 360 degrees learning experience (I), Coaching leadership for enabling intrapreneurship (C), revamping EVP for Gen Z-specific psychological contract (E) and building a Skill-will inventory for reverse mentoring (S).

There is limited research on how to bring the disparate perspectives and requirements of different generational cohorts in companies together to achieve outcomes that encourage organizational development and sustainability. This study will enable organizations to break down generational barriers, enhance organizational harmony, foster initiative and innovation and boost organizational performance through sustained organizational learning.

In view of the pandemic situation, organizations need to adapt not just their systems and processes but also to look for ways to engage their talent. The proposed ICES model will enable the sustainability of organizational learning for and through the Gen Z workforce by fostering individual development and organizational performance.

Considering Gen Z’s unique formative experience with social media, this study aims to apply the cue utilization theory to investigate the effects of social media policy as an organizational cue in attracting this cohort to hospitality and tourism (H&T) companies.

A 2 (policy frame: promotion/prevention) × 2 (policy boundary: distinct/permeable) experiment was conducted with 243 Gen Z H&T job seekers. ANCOVA analyses were performed to analyze the effects of policy frame and boundary on perceived organization attractiveness and pursuit intention, respectively.

This study found that when a company policy promoted social media usage, Gen Z job seekers reported higher attractiveness and pursuit intention in the distinct boundary condition. However, when a company’s social media policy emphasized a prevention frame, Gen Z job seekers reported a similar level of perceived attractiveness and pursuit intention, regardless of the policy boundary conditions.

This study addressed the literature gaps of limited research on the Gen Z workforce and the effects of social media policy on talent attraction. Based on the cue utilization theory, this study identified the policy clause combinations that generated positive recruitment impacts among Gen Z members. The study provided unique theoretical and practical implications for H&T managers to use social media policy as a novel and cost-effective tool to attract Gen Z talents.

考虑到 Z 世代在社交媒体方面的独特成长经历, 本研究借鉴了线索利用理论, 调查了社交媒体公司政策作为组织线索在吸引这一年轻人才群体加入酒店和旅游公司方面的影响。

本研究在 243 名 Z 世代潜在的酒店和旅游从业人员中进行了 2（政策框架：促进与预防）x 2（政策边界：明显与模糊）的实验。 通过一系列 2x2 ANCOVA 分析来确认政策框架和政策边界对Z 世代的劳动力在组织吸引力和求职意愿的影响。

研究结果表明, 当公司提倡在工作中使用社交媒体, Z世代潜在员工觉得有明显边界政策的公司 （相对于有模糊边界政策的公司）具有更高的吸引力和追求意愿。 然而, 当公司的社交媒体政策强调预防框架时, 无论政策边界如何界定, Z 世代潜在员工都表示相似的组织吸引力和求职意愿。

本研究从人才吸引的角度来填补了关于 Z 世代劳动力和社交媒体政策的研究空白。 基于线索利用理论, 该研究揭示了对 Z 世代成员产生积极招聘影响的政策条款组合。 该研究为酒店和旅游管理人员使用社交媒体政策作为吸引 Z 世代人才的新颖且具有成本效益的工具提供了独特的理论和实践意义。

Teniendo en cuenta la experiencia formativa única de la Generación Z con los medios sociales, este estudio aplica la teoría de la utilización de señales para investigar los efectos de la política de medios sociales como indicio organizativo para atraer a esta cohorte a las empresas de hostelería y turismo.

Se realizó un experimento de 2x2 (marco de la política: promoción vs prevención) x (límite de la política: distinto vs permeable) con 243 personas de la Generación Z en busca de empleo en hostelería y turismo. Se aplicaron análisis ANCOVA para analizar los efectos del marco de política y el límite en el atractivo percibido de la organización y la intención de búsqueda, respectivamente.

Este estudio descubrió que cuando la política de una empresa promovía el uso de los medios sociales, los solicitantes de empleo de la Generación Z declaraban un mayor atractivo y una mayor intención de búsqueda en la condición de límite diferenciado. Sin embargo, cuando la política de medios sociales de una empresa hacía hincapié en un marco de prevención, los solicitantes de empleo de la Generación Z informaron de un nivel similar de atractivo percibido e intención de búsqueda, independientemente de las condiciones de límite de la política.

Este estudio abordó las lagunas en la literatura debido a la investigación limitada sobre la fuerza laboral de la Generación Z y los efectos de las políticas de redes sociales en la atracción de talento. Basado en la teoría de utilización de señales, el estudio identificó las combinaciones de cláusulas de política que generaron impactos positivos en la contratación entre miembros de la Generación Z. El estudio proporcionó implicaciones teóricas y prácticas únicas para que los gerentes de hostelería y turismo utilicen las políticas de redes sociales como una herramienta novedosa y rentable para atraer talento de la Generación Z.

The aim of the paper is to measure the service quality, satisfaction, service value and behavioral intentions of Gen Z in leading global Quick Service Restaurants (QSRs) in India by integrating QUICKSERV into an established model of consumer behavior.

A cross-sectional study design was used for the hypothesis testing. Service quality perceptions with satisfaction, service value and behavioral intentions were measured using structural equation modeling.

The outcomes suggest a direct effect of the service quality of QSRs on the satisfaction, service value and behavioral intentions of Gen Z customers. Satisfaction further influenced customers' behavioral intentions. However, customer satisfaction and behavioral intentions were not directly influenced by service value. Finally, the association between service quality and behavioral intentions was mediated by satisfaction.

Managers should encourage a pleasant attitude, good grooming and friendliness in QSR employees as Gen Z highly values these aspects. At the same time, QSRs should focus to elevate the service value of Gen Z customers by lowering their sacrifice perceptions and fostering initiatives.

Although many studies have considered millennials along with Gen Z to analyze the relationship between service quality and behavioral intentions in different service settings, few researchers have considered the impact of Gen Z consumer features in service quality research separately. The findings of the study will help both practitioners of different QSR brands and facilitators in hospitality academia to better understand the nuances and uniqueness of Gen Z consumer behavior in the QSRs.