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The purpose of this paper is to provide an insight into differences in work values and Person–Organisation (P–O) fit of Baby Boomers, Gen X and Gen Y in India and to understand the relationship between (P–O) fit values and turnover intention of Generation Y employees.

The work values were measured using an adapted version of Lyons Work Values scale. The generational differences in work values and P–O fit were studied using multivariate analysis of variance and relationship between P–O fit values and turnover intention of Gen Y employees was studied using polynomial regression and response surface methodology.

Significant differences in work values were observed between Generation Y and older generations. Generation Y also reported significantly higher discrepancy in P–O fit values than Generation X and Baby Boomers. This had an effect on their turnover intention.

A cross-sectional design was used to study the generational differences in work values where the generation effects may have been confounded with age effects.

The differences in work values and P–O fit values of Generation Y and older generations provide input into designing organisation systems and structures more suitable for younger generations to manage the high turnover among Generation Y in India.

This is one of the first studies on generational differences in work values and P–O fit in the Indian context. It is also one of the first to investigate relationship between P–O fit and turnover intention of Generation Y in India.

This study aims to explore the differences in the travel behaviour of Indonesian youth of Generations Y and Z in the pre-, during and post-travel stages and their associated use of information and communication technology.

Data were gathered through a questionnaire that was distributed via the internet for six weeks; 569 people provided their full responses. Chi-square tests and linear regression were used for data analysis.

These generations use digital media and word of mouth differently when searching for travel information. The differences are also apparent in the pre-, during and post-travel stages. Generation Z tends to use digital media and share travel experiences through a certain social media platform more frequently than Generation Y.

This study covers the travel history prior to and during the COVID-19 pandemic and equalises the situation in these two periods. The number of samples was relatively small to capture the current population of both generations.

This study promotes a new understanding of the travel behaviours of the two generations based on the stages of the travel examined. The findings suggest that the travel industry can distinguish between promotional media and types of services to serve each of the generational cohorts more effectively.

To the best of the authors’ knowledge, this is the first study to reveal differences in travel behaviour between Generations Y and Z in Indonesia.

This paper aims to compare the levels of status consumption for Baby Boomers, Generation X, and Generation Y (Millennials).

With an email sample of 220 adult consumers living in the southeast USA, this study measures status consumption, generational cohort, and demographics.

The study finds significant differences in the level of status consumption by generational cohort. The average level of status consumption was highest for Generation Y, followed by Generation X and then Baby Boomers. In looking at the significance of these differences between individual cohorts, there was a significant difference between Generation Y and Baby Boomers. This suggests that while there are differences in the level of status consumption by generation, this difference is only significant between Generation Y and Baby Boomers. This paper then examines if this relationship between generational cohort and status consumption is impacted by demographic variables, such as gender, income, and education. The results illustrate that, holding generation constant, there is no significant relationship between gender, income, or education with status consumption. There is also no significant interaction between generational cohort and the demographic variables of gender, income, and education. This suggests that the relationship between generational cohort and status consumption is due only to generation and is not being impacted by other demographic variables.

Limitations of the study include that it was a convenience sample of predominately white, educated, and younger adult respondents. Additional research is needed to specifically examine ethnic group differences and cohorts prior to the Baby Boomers.

For luxury marketers they need to consider generational cohort, rather than other demographic variables, when segmenting their market.

This paper addresses a gap in the literature by examining if there are differences in the motivation to consume for status based on generational cohort, focusing on the cohorts of Baby Boomers, Generation X, and Generation Y. Additionally, this paper proposes that generational cohort is a better means to segment the status consumer than other demographic variables.

There has been a rapid generational change in the business world in Turkey recently, and X generation managers are rapidly leaving their place to Y generation managers. In countries with relatively young populations such as Turkey, management in family businesses passes into the hands of Generation Y. This study aims to examine the moderator role of the difference between old and new generation Y in the effect of self-efficacy perceptions on decision-making strategies.

This research, which was designed according to the quantitative research method, was designed according to the cross-sectional survey model, one of the general survey models. The research data were collected from a sample of 441 family business managers determined according to the simple random sampling technique. The data were analyzed and interpreted with various statistical techniques. Data analysis was done with AMOS. 20 and International Business Machines statistical package for the social sciences 22 data analysis programs.

According to the analysis findings, there is a significant relationship between the participants’ self-efficacy perceptions and decision-making strategies. Research findings old and new generation Y managers have different decision strategies. The research results showed that the dominant self-efficacy perceptions of the Y generation affect their decision-making strategies.

This research only examines whether the old and new generation Y perceptions have a moderator function in the relationship between the participants’ self-efficacy perceptions and decision-making strategies. The research is quantitative research limited to family businesses. The results can be compared by repeating the research with other variables and in different samples, for example, by researching in public institutions. In addition, the way of reflecting the differences in perception to the management can be subjected to deeper analysis with mixed studies.

One of the important reasons for the difference in people’s approaches to events is their personality structure. Generational differences, which have been discussed primarily in recent years, make themselves felt in working life. The new working models arising from the different perspectives of the Y generation differ from the traditional business models. Today, in traditional business models, the manager profile is usually the X generation. However, the process is moving toward gaining essential positions in the management levels of the new Y generation. They put traditional managers in a difficult situation with their impatient behavior and desire to climb the career ladder quickly.

In the studies conducted on the Y generation, it is understood that they do not favor the classical management approach based on the command-command relationship. The sense of loyalty of the Y generation is low compared to other generations and their organizational commitment levels are weak. There are determinations that they attach importance to flexible working style and want to do business using digital technologies. They are highly motivated in setting vision and participating in strategic decisions in organizations. These features differ significantly from the X-generation managers who adopt the traditional management approach.

Both emotional and cognitive characteristics influence decision-making behavior. The generation gap which shows common personality structures in a certain period is an important predictor of decision-making strategy. Research results and related studies significantly affect the decision strategies of the generation gap. No research has been found comparing the old and new Y generations. In this respect, it is thought that the research will contribute to theory, practice and method.

The purpose of this paper is to address the subject of work attitude drivers within the current scenario considering two influencing factors, culture and generation. Both membership of a particular generation and membership of a particular culture can affect individuals' work attitudes. The study considers these two factors in order to analyse five dimensions that are sources of work attitudes: life project, professional ethics, and attitude towards authority, leadership and commitment to the company.

Drawing upon a sample of almost one thousand people from various Ibero‐American countries, the results show significant differences between generations and cultures, particularly when focusing on the life project.

Among its conclusions, the paper points out that Latin America cannot be viewed as a homogenous whole in terms of individual work attitude. On the contrary, it is characterised by a significant degree of national diversity and managers should take this into account when designing initiatives to improve employee motivation.

The contribution that this paper seeks to make is to include the cross‐cultural perspective in the study of attitudes towards work, which has received less attention in previous studies.

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.

Based on generational theory, this research studies the preferences of French young graduates from Generation Y for job and organizational attributes of a future employer. The purpose of this paper is to contribute to the debate on the inter- vs intragenerational differences and discusses the common stereotype of an intragroup homogeneity within the Generation Y.

Reviewing generation and job search literature, the paper update graduates’ preferences for job and organizational attributes in their initial job search by using conjoint analysis, a rarely used methodology in human resource management (HRM). To test the intragroup homogeneity and to overcome methodological difficulties inherent in examining differences within a generational cohort, the paper operationalized a homogeneous sample (n=592) composed of people of the same age, career stage, cohort and nationality.

The authors demonstrate that, even if on the whole young graduates from Generation Y prefer job security and a relaxed work atmosphere, their preferences are heterogeneous.

This research leads to discuss the relevance of the concept of Generation Y for recruitment. Additional research is needed to improve the external validity of this study which must be reproduced in other contexts and with different populations.

The results provide useful information to assist HR managers and recruitment specialists in improving the efficiency of the recruitment process and in considering the relevant segmentation criteria for recruitment.

Using an original methodology, conjoint analysis, this paper focusses on the heterogeneity of Generation Y and its consequences in terms of HRM.

The purpose of this paper is to explore differences in wine preferences between Generation Y and older cohorts in the USA.

A total of 260 US consumers participated in a web‐based survey that took place in April 2010. The best‐worst scaling method was applied measuring the level of importance given by participants to a list of most common attributes used in choice of wine. Independent sample t‐tests were applied to compare the best‐worst scores between Generation Y and older cohorts.

Differences were found in the level of importance that Generation Y gives to wine attributes in comparison to older cohorts. Generation Y was found to attach more importance to attributes such as “Someone recommended it”, “Attractive front label” and “Promotional display in‐store”, whereas older cohorts gave more importance to attributes such as “I read about it” and “Grape variety”. This suggests that Generation Y preferences for wine are driven by marketing added‐value activities such as promotions and labelling, whereas limited importance is given to information about wine, reflecting lack of subjective knowledge, experience and involvement about wine.

This research adds to generation‐based research in wine marketing and contributes towards a better understanding of the differences between generation cohorts in relation to their preferences towards wines.

This study is among the first to compare wine preferences of Generation Y with older cohorts using the best‐worst scaling method.

This paper aims to explore the factors that influence Generation Y’s positive or negative electronic word-of-mouth (eWOM) behavior via social media and mobile technology in the foodservice sector. Three types of dining experiences were examined: positive and negative customer experiences and negative customer service followed by a satisfactory recovery package.

A survey was adopted to test the factors posited to influence Generation Y consumers in these service contexts. Participants were recruited through Amazon Mechanical Turk , and multi-group structural equation modeling was performed to analyze the data.

Active use of social media and peer influence had a sweeping influence on Generation Y’s intentions to engage in eWOM about their service experiences. Technological sophistication with mobile technology influenced Generation Y to spread positive or negative service experiences, rather than satisfactory recovery experiences. Family influence had a mixed influence on Generation Y subgroups (21-24 years old vs 25-35 years old) to engage in eWOM about their satisfactory or poor service experiences. In satisfactory recovery experiences, family influence showed no significant influence on Generation Y’s eWOM behaviors.

This study enriches online reviews and eWOM marketing theories, adds to service failure and recovery literature and enhances understanding of consumer behavior expressed by Generation Y through the empirical investigation of Generation Y consumers’ behavioral motivations to engage in eWOM through social media and mobile technology.

Engaging Generation Y consumers with social media campaigns and mobile technology development is not merely sufficient in eWOM marketing strategies. Instead, it is essential to create integrative peer communities to motivate Generation Y consumers to engage in eWOM marketing. Marketers need to pay attention to the mixed effects of family influences on the eWOM behaviors of subgroups of Generation Y in positive or negative service experiences.

Given the scarcity of consumer behavior research into Generation Y as an emerging market segment, this paper makes an incremental contribution by developing and validating a model of factors that influence Generation Y consumers’ eWOM intentions through social networking and mobile technologies in three major service contexts: positive, negative and recovery following a service failure.

The purpose of this paper is to understand the difference in purchase decision behavior of compression sportswear by Baby Boomers and Generation Y.

Two methods were used for data collection: a simulation study with 17 Baby Boomers and 23 Generation Y subjects using eye-tracking technology; and a questionnaire from a sample of 82 Baby Boomers and 84 Generation Y consumers.

Generation Y are more inquisitive and focus greatly on technical information. Baby Boomers are more confident with their choices, taking a shorter time to reach a purchase decision; they are more concerned with aspects that protect the wearer.

Limited demographic information was collected from participants in the simulation study, further research is required in this area.

This study provides important insights into the purchase decision behavior of Baby Boomers and Generation Y for compression sportswear. By providing better understanding of some of the key drivers for purchase decisions it enables marketers to develop more effective marketing plans to engage with these important consumer groups.

The focus and findings of this study provide further understanding of the motivations of two significant consumer cohorts. This study provides further momentum to the body of cohort research already available.

This study addresses a gap in literature with reference to the comparison of consumer behavior of generational cohorts when purchasing compression sportswear. Findings can be applied in other areas of sportswear and to other countries.