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The purpose of this paper is to investigate the microgeneration between Generation X and the Millennial generation. The research question addressed was “What makes the Xennial generation unique and how might the knowledge of these differences be beneficial to organizations?”

The research question was analyzed by a review of literature through the lens of generational theory. This study reviewed current literature on generational theory, years encompassing specific generations, and differences between recent generations in the workplace.

It was discovered the exact years distinguishing generations were unclear because generations fade into one another without a distinct starting and stopping point. This overlap creates a cusp generation or microgeneration. The presented findings suggest microgeneration employees could aid in reducing workplace generational tensions.

Organizations can benefit from creating flexible workplaces accommodating the desires of multi-generational employees while still meeting the goals of the organization as a whole. It is important managers approach generational differences with a clear perspective of what information is valid and what may simply be popular. It is crucial to remember employees are individuals who never completely fit a stereotype, generational, or otherwise.

Very few academic articles on generational differences mention cusp generations and none address their unique opportunities for organizations in the workplace. Members of microgenerations between major generational cohorts may be a key to reducing workplace friction between employees of different generations.

The purpose of this paper is to identify the wine consumption preferences and behavior of Gen Z wine consumers in the USA and to determine if and how Gen Z differ from other major generational cohorts in the USA. This study applies the concepts of generational cohort theory to the US wine market to examine similarities and differences between age cohorts and their potential impact on future wine sales.

A quantitative survey was conducted with a quota sample of 1,136 US wine consumers located in all 50 states. Data analysis included one-way ANOVA analysis to test the null hypothesis that the generational cohort means are equal. If the test detected at least one mean difference across cohorts, then pairwise comparisons were performed to identify, which groups differed. The Tukey–Kramer method was used for all post hoc tests. Basic descriptive statistics were also calculated.

The results show some parallels in terms of similar consumption levels and a higher preference for red wine across all cohorts. However, on the majority of other common wine consumer research topics, Gen Z shows significant differences. Of specific interest, Gen Z consumers report higher levels of preference for sparkling wine than other cohorts; prefers to drink in social situations; are much more interested in labels and package; make decisions based on varietal and alcohol level and are much more engaged on Instagram and Snapchat social media platforms – all pointed to new marketing tactics needed to reach this new consumer segment.

This is the first empirical wine research study to explore the wine preferences and behaviors of Gen Z in the US market. This is valuable because Gen Z is a very large population of consumers, comprising 32% of the world population (Miller and Wei, 2018) and already represent more than $143bn in buying power (Dill, 2015). They are expected to have a huge impact on consumer products, not only in the USA but also on a global basis. Given that the USA is currently the largest wine market in the world in both volume and value (Wine Institute, 2019; VinExpo, 2018), it is important that research is conducted on this new and powerful generation.

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 examined generational differences in traits and desired schemas of leaders among Filipino workers using the lens of the generational cohort theory.

This study utilized a sequential exploratory mixed-method approach. Phase One of the study utilized a qualitative approach in eliciting perceived characteristics and leadership schemas. Phase Two utilized a quantitative approach utilizing a survey to test generational differences.

Cluster analysis of survey responses of 341 Filipino workers showed two generation cohorts – the political and technological generation. Respondents from the political generation characterized themselves as being work-centered, family-oriented, traditional, seasoned, decisive and multi-tasking. The political generation also believes that an ideal leader is someone who cares about people's welfare, delegates, and is able to control others. On the other hand, the technology generation described themselves as being tech-savvy, carefree, laid-back, proud, individualistic, self-centered, arrogant, energetic and adventurous. The technological generation views an ideal leader as someone who is responsible, provides clear instructions, listens, and recognizes people.

The study focuses on Filipino workers and more studies in other countries are needed to establish generational differences in schemas.

The results have implications on the way that leaders are selected and developed especially in an increasingly diverse workforce.

The results highlight the role of political, sociocultural events and technological trends that shape the traits and schemas of workers.

The study contributes to both generational studies as well as implicit leadership literature. The study highlights the value of examining the intersection of both culture and generation in the context of leadership.

The proliferation of social commerce websites has allowed consumers to share and exchange information, experiences, advice and opinions. Recently, information provided by users has been considered more trustworthy than the information shared by companies. However, the way in which users interact with technology can vary with age, and generational cohorts show different shopping behaviors, interests and attitudes. Hence, the way users process information (user-generated vs company-generated) can affect trust differently. Drawing on the trust transfer theory and the generational cohort theory, the purpose of this paper is to analyze the effects on user- and company-generated information in boosting trust of three different cohorts (Generation X, Y and Z).

The data were collected through an online survey. The sample comprised 715 users of social commerce websites, aged between 16 and 55 years old. The study was analyzed using partial least squares with the statistical software Smart PLS 3.

The empirical results show that generational cohorts show different patterns. Generation X transfers trust to social commerce websites mainly from trust in information generated by companies, while Generation Z transfers trust mainly from information generated by users. Finally, Generation Y, in contrast to previous findings about millennials, develops trust based on company-generated information to an even greater extent than does Generation X.

The originality of this study lies in its analysis of generational differences when it comes to trusting one type of information over another. This study contributes to the idea that users cannot be considered as a whole but must be segmented into generational cohorts.

The purpose of this paper is to explore congruency between the self-identity of Baby Boomer, Generation X and Generation Y consumers with the generational label and popularised identity of each generational cohort.

Data were collected using a mixed methods approach of focus groups (n=49) followed by an online survey (n=627) of Baby Boomer, Generation X and Generation Y consumers. Focus group data were thematically analysed. Descriptive, ANOVA and factor analysis was conducted on the survey data.

The results show that most consumers only have a vague association with their generational label and profile and find it easier to characterise generations that are different to their own. Generation self-identity congruency is greater among members of the Baby Boomer cohort compared to the younger generations. Yet, even in the Baby Boomer cohort, generational identity is not homogenous among its members.

The results challenge the explicit use of generational labels and stereotypes in marketing strategy.

Given the immense interest and application of generational cohort segmentation, understanding whether and why consumers identify with cohort labels and profiles is critical. The paper questions the longevity of generational cohort analysis given the limited understanding and relevance of this concept to consumers.

This paper seeks to understand the interrelationships between destination attractiveness, satisfaction, attachment and visitors' loyalty and to determine the potential moderating effect of generational cohorts. Using expectancy disconfirmation and generational cohort theories, the paper explains how visitors' cognitive knowledge and motivation factors influence international visitors' attraction and maintenance and their behavioral/attitudinal loyalty.

Data were collected from 390 international visitors to South Africa during the Southern Hemisphere's summertime via a quantitative research method. A two-stage approach of structural equation modeling was used to analyze the hypothesized model.

There was no relationship between visitors' loyalty and destination image or destination image and destination trust. However, destination image has a significant effect on visitors' satisfaction. Additionally, visitors' experience had a positive effect on satisfaction and loyalty, while destination trust and destination attachment were positively related.

The findings show that the tourism sector could reap greater benefits from international tourists if a deeper understanding of different generational cohorts was obtained. There was a varying effect of destination marketing organizations' efforts on different generational cohorts' attraction, trust, satisfaction, feelings and expectations. This study proposes that direct marketing organizations should focus on building brand trust, as it is key to attracting different generational cohorts. Lastly, the study found that generational cohort segmentation accrues many benefits and creates and enhances superior advantages.

The paper provides evidence that more than a destination's attractiveness is required to achieve loyalty; segmenting and understanding different generational cohorts' cognitive, affective and motivation aids in generating better response actions to tourists' changing needs and meeting their demands.

The purpose of this study is to examine generational differences in consumer Web 2.0 information source adoption for wine purchasing decisions, particularly social media and internet-based sources.

An online survey resulted in 276 responses from wine consumers residing in Texas, USA. Information source usage was tested in two common purchasing situations: for casual and formal consumption. Chi-square analyses and ANOVA were used to examine differences among the generational cohorts in their use of information sources, levels of objective and subjective wine knowledge, wine involvement and risk perception for the two purchasing situations.

Younger consumers were found to be significantly more inclined to use Web 2.0 information sources, such as wine blogs, wine applications, their contacts’ recommendations on social media and wine experts on social media. Older consumers were more likely to use their own wine knowledge. Of greater interest is that in terms of their reliance on various wine information sources, Generation X behaves as the bridge between Generation Y and Baby Boomers. Generational differences regarding wine involvement, wine knowledge and risk perception also support this notion.

The results of this study reinforce the need for wineries to adopt or create strategic initiatives using Web 2.0 elements. This study also suggests that depending on the purchasing context, consumers use certain information sources more than others.

This research extends the understanding of the information acquisition process by expanding the types of information sources, and also yields valuable insights for consumers’ off-premise wine purchasing decisions.

This study aims to identify the preferences of wine consumers based on age cohorts to identify differences in consumption from a developing country perspective, with a predominantly younger population, to determine wine consumption longevity.

The target population was wine consumers in South Africa. Through convenience sampling, the data were collected in 2020 via a self-administered online questionnaire. In total, 20,997 fully completed the questionnaire. The age categories of the respondents were assigned to a particular age cohort to differentiate the market.

The age cohorts revealed five cohorts, namely, Gen Z: 18–24 years (11%); Young Gen Y: 25–34 years (32%); Mature Gen Y: 35–44 years (25%); Gen X: 45–54 years (17%); and Baby boomers: 55+ years (15%). Segmenting South African wine consumers based on their age cohorts revealed statistically significant differences based on their socio-demographics, wine preferences and consumption behavior. A typology of domestic wine consumers is consequently proposed: basic, budget conscious and image-oriented wine drinking Gen Z’s; experimenting and enjoyment-oriented wine drinking Young Gen Y-ers; aspirational and purposive wine drinking Mature Gen Y-ers; ritual-oriented, avid and conspicuous wine drinking Gen X-ers; and conservative, value-seeking and experienced wine drinking Baby Boomers.

This knowledge has important marketing implications and can create a greater appreciation for South African wines among the different age cohorts. The research shows the value of the generational theory in understanding wine consumers’ consumption and highlights the importance of analyzing different generations rather than solely focusing on one, as this could lead to mismanagement of resources.

This is one of the most comprehensive national surveys aimed at the South African wine consumer. The research fills the current literature gap regarding the characteristics of the different age cohorts and shows how wine consumption and preferences may change over time.

This paper aims to investigate how generational differences moderate the relationship between workplace fun and individual workplace outcomes.

The authors review and integrate the literatures on workplace fun and generational theory and empirically test the interaction effects of generation membership and workplace fun with job satisfaction, task performance, and OCB using a sample of 701 workers.

The findings suggest that not only do members of different generational cohorts respond differently to workplace fun, but cohort membership moderates the relationship between workplace fun and some individual workplace outcomes.

Snowball sampling and cross‐sectional data limit the generalisability of the study's findings.

The authors provide managerial implications for promoting workplace fun.

The paper contributes to the workplace fun conversation by addressing the overlooked question of “fun for whom?”.