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The study intends to examine the generational differences between GenY and GenZ Indian generational cohorts on the study variables, i.e. core self-evaluations (CSE), team cohesion, organizational culture and team performance. Further, the present research aims to analyze the impact of CSE, team cohesion and organizational culture on team performance as antecedents.

The study has adopted a descriptive cross-sectional survey method where the data were collected from Indian working professionals who belonged to GenY and GenZ generational cohorts. Further, a total of 370 responses were received, and thereafter, the data were analyzed by employing significant statistical tests such as exploratory factor analysis (EFA), confirmatory factor analysis (CFA), structural equation modeling (SEM) and an independent samples t-test.

The study results revealed that GenY and GenZ cohorts significantly differ on CSE, team cohesion and organizational culture. However, no significant difference was reported in team performance between these two generational cohorts. Also, the study results disclosed that CSE, team cohesion and organizational culture positively influence team performance by acting as its determinants.

The study reports differences between GenY and GenZ that would assist managers in effectively dealing with these generational cohorts and formulating human resource (HR) policies that can accommodate the needs of these two cohorts. Additionally, the study benefits managers by highlighting the importance of core-self evaluations, team cohesion and organizational culture to enhance team performance.

Existing research depicts that there lies a paucity of generational studies in the Indian context. The present study attempts to address this lacuna by putting pioneering efforts into this field. The main contribution of the study lies in empirically investigating the Indian generational cohorts (GenY and GenZ) in the organizations. Further, the study has also conceptualized and examined a team performance model by considering factors at three levels (individual, team and organization).

The study aims to define the term “generation” by proposing an integrated design based on age-period-cohort effects and by proposing an Indian generational cohort framework categorizing Indian generational cohorts into four categories, namely, Baby Boomers, GenX, GenY, and GenZ. The study further aimed to capture the existing generational differences between GenY and GenZ cohorts in the Indian teams on team climate, transactive memory system, and team leader humility.

For the first two objectives a literature review methodology along with the author's proposition was adopted. An integrated design was proposed by reviewing the relevant sociological literature to define generations. Thereafter, an Indian cohort framework was proposed categorizing them into four groups Baby Boomers, GenX, GenY, and GenZ. Following that, for the last objective, i.e. to identify the differences between cohorts, empirical data were collected by a structured questionnaire that was disseminated to GenY and GenZ Indian working professionals. A total of 229 responses were used for observing the differences or similarities between GenY and GenZ cohorts on the study variables by employing an independent samples t-test.

The study proposed an integrated design (age, period, and cohort effect). Following that, an Indian generational cohort's framework has been outlined categorizing Indian cohorts based on their birth years, age groups, developmental stages, formative years, major Indian historical events, and various characteristics possessed by them. Moreover, the empirical findings support the existing generational disparities and depict that GenZ holds a higher inclination towards transactive memory systems and team climate whereas GenY holds more inclination toward leader humility.

The study put forth its contribution to research scholars by categorizing Indian generational cohorts in a rationalized manner based on an integrated design (age-period-cohort) effect. The study would further assist concerned authorities and managers in formulating HR policies to deal with the underlying generational differences highlighted by the study.

As there lies a paucity of generational frameworks in the Indian context, this study is the first attempt in this direction which categorizes Indian generational cohorts based on a unique integrated design including age-period-cohort effects. In addition, the study also investigated these cohorts in Indian organizations to observe the existing variations.

As young individuals transition from educational settings to embark on their career paths, their expectations for their future careers become of paramount importance. Ng et al. (2010) examined the expectations of young people in post-secondary education in 2007; those colloquially referred to as “Millennials” or “GenY”. The present study replicates Ng et al.'s (2010) study among a sample of post-secondary students in 2019 (referred to as Generation Z or GenZ) and compares the expectations of young adults in GenY and GenZ.

This study employs a time-lag comparison of GenY and GenZ young career entrants based on data collected in 2007 (n = 23,413) and 2019 (n = 16,146).

Today's youth seem to have realistic expectations for their first jobs and the analyses suggest that young people continue to seek positive, healthy work environments which make room for work–life balance. Further, young people today are prioritizing job security and are not necessarily mobile due to preference, restlessness or disloyalty, but rather leave employers that are not meeting their current needs or expectations.

Understanding the career expectations of young people allows educators, employers and policymakers to provide vocational guidance that aligns those expectations with the realities of the labor market and the contemporary career context.

While GenY was characterized as optimistic with great expectations, GenZ can be described as cautious and pragmatic. The results suggest a shift away from opportunity, towards security, stability, an employer that reflects one's values and a job that is satisfying in the present.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

A study of Indian working professionals showed GenY and GenZ cohorts differed significantly in their approaches to core self-evaluations (CSE), team cohesion and organisational culture, but no significant difference was found in team performance. Meanwhile, the study also showed that CSE, team cohesion and organisational culture had a positive effect on team performance

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Drawing upon cohort theory, the age-period-cohort framework and the portrait value system, this paper aims to examine differences in basic human values between generations Y and Z as they are shaped by recent major events (most importantly the COVID-19 pandemic).

Hypothesized differences between values of generation Y and Z were tested using a content analysis of recent articles (Study 1) and an online survey through a prolific crowdsourcing website (Study 2).

This research finds that while both generations value universalism and benevolence, Generation Y is more likely to conform and follow traditions while Generation Z values stimulation, hedonism and achievement more. The top two COVID-19 concerns for both groups were the health of others and financial security. Generation Y is more concerned about the economy while Generation Z is more worried about uncertainty in their future.

This paper provides insight into how the current environmental crisis has shaped the values of generations Y and Z and offers an understanding of the similarities and differences in values between these two generations.

The findings have direct implications for the design of products/services and for the creation of effective marketing communications to reach these two consumer groups.

This research is novel in identifying the basic human values of generations Y and Z as they are shaped by recent events such as the most recent economic recession and COVID-19.

The purpose of this paper is to explore possible changes in national culture for generations X and Y members from selected Asian national cultures and the impact on cross‐cultural negotiations.

An interpretivist epistemology is combined with an ontology of subjectivism for this exploratory study which does not seek generalization. Emphasis is placed on the development of new survey items by members of generations X and Y for Hofstede's dimensions. An online survey yielded n=224 responses. Data were collected from members of generations X and Y, but also Baby Boomers as the control group, to test differences.

For national culture dimensions, only individualism/collectivism tests for significant differences between Asian GenY and Baby Boomers. GenX and GenY show little interest in pre‐opening relationship building and focus on positioning and compromising.

The study is exploratory in nature and future studies should revisit this topic. The items developed to measure national culture might be biased by the 39 focus group participants. Future studies should consider differentiating Asian groups.

Western negotiators need to prepare for multiple scenarios when entering negotiations with Asian partners. Depending on the age of the Asian negotiator, emphasis on different phases of the negotiation process needs to be reevaluated.

This research holds immediate lessons for cross‐cultural negotiations. Results support that generations X and Y members in some Asian cultures do not differ from their elders across all Hofstede dimensions, however they display different negotiation behaviors.

Offers an overview of the unique situations arising when installing a wafer fabrication facility into a pre‐existing structure. Discussion includes management techniques used to implement a “clean build”, while at the same time completing a state‐of‐the‐art facility in record time. Outlines suggestions for co‐ordinating construction phases with upgrades in protocol cleanliness and the organizational development of a safety and protocol team, composed primarily of manufacturing personnel. Draws final conclusions and makes recommendations to provide assistance for those contemplating a similar approach in constructing a sub‐micron, wafer fabrication facility.

The purpose of this paper is to use generational cohort and professionalism theories as the framework to examine the interaction between supervisor‐subordinate relationships, work‐family conflict, discretionary power and affective commitment at the work‐life interface for Northeast Brazilian public sector professional nurses.

Quantitative data were collected from 550 public hospital nurses in North‐Eastern Brazil. Path and multivariate analysis were used to test the hypotheses.

The findings demonstrate that the impact of the independent variables on affective commitment was statistically significant but low. The impact of NPM factors such as contracting out and multiple job‐holding was a major influence on affective commitment and work‐life interface across generational cohorts. The analysis revealed significant differences between generational cohorts and suggested that affective commitment may well be enhanced by improving the quality of the work‐life interface and consequently, the wellbeing of nurses.

This study is confined to the Northeast of Brazil and confined to public sector hospitals. The self‐reporting techniques used in this study to gather information may be open to common method bias.

The contribution of this research includes the provision of new information about the working context of professional nurses in Brazil, which is a fast growing BRICS economy where the issues surrounding the practice of nursing and nurse management are not well studied to date (i.e. NPM impact on nurse environment). North‐eastern Brazilian managers need to be more aware of generational differences and their impact on levels of affective commitment and the quality of the work‐life interface and wellbeing.

Drawing upon the job demands-resources (JD-R) model, this research examines the contribution of distributed leadership (DL) to ambidextrous innovation and the mediating roles of employees' eudaimonic well-being (EWB) and hedonic well-being (HWB) in this link. It also investigates the moderating effect of employees' age in the relationship between DL and EWB and HWB.

The author formulated a series of hypotheses that we tested based on a survey of 329 middle managers working in Tunisian ICT firms and through the partial least square-structural equation modelling method.

This research provides empirical evidence of the mediating effects of EWB and HWB between DL and ambidextrous innovation. The multi-group analysis performed shows that employees' age moderates the links between DL and EWB and HWB. These relationships are significant and positive for Generation X and Generation Y and not for Baby-Boomers.

Despite the importance of the DL style, this variable has been studied mainly within educational institutions. This research pioneers the investigation of the mediating effect of HWB and EWB between DL and ambidextrous innovation in the business context. A major implication is that, through a DL style, managers can nurture the well-being of employees of different ages and promote ambidextrous innovation.

The purpose of this paper is to determine whether the degree of involvement with shopping for clothing affects the frequency with which GenY consumers seek the opinions of others when making clothing purchases for themselves; the non‐personal sources that influence the frequency of clothing purchase; and certain shopping behaviors.

Written questionnaires were completed by students at a university in the southwestern region of the USA.

Most of the participants were determined to be high involvement shoppers who sought opinions of female friends and co‐workers, used most of the non‐personal idea sources, shopped more often, spent more money, and were more comfortable shopping for clothing.

While the participants are representative of the GenY characteristics and a valid sample for this project, the use of a convenience sample may limit the generalizability of the results.

Generation Y consumers who are more involved with shopping for clothing tend to consult a variety of resources prior to purchase, particularly other females and marketing delivered via various media. Retailers and clothing manufacturers should take advantage of visual merchandising opportunities and social networking avenues as well as traditional advertising and promotion outlets.

The research further refines the involvement construct with a group of consumers who are very involved with shopping for clothing. The opinions of other females, magazines, catalogs, television advertisements and programs, music videos, internet advertisements, and celebrities are important in the product selection process.