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We review previous research on intergenerational conflict, focusing on the practical implications of this research for organizational leaders. We explain how the interaction between the interpersonal and intertemporal dimensions of intergenerational decisions creates the unique psychology of intergenerational decision-making behavior. In addition, we review the boundary conditions that have characterized much of the previous research in this area, and we examine the potential effects of loosening these constraints. Our proposals for future research include examination of the effect of intra-generational decision making on intergenerational beneficence, consideration of the role of third parties and linkage issues, investigation of the effects of intergenerational communications and negotiation when generations can interact, examination of the role of social power in influencing intergenerational interactions, investigation of the interaction between temporal construal and immortality striving, and exploration of the ways in which present decision makers detect and define the intergenerational dilemmas in their social environments.

Every book has its unique history. Our own interest in intergenerational ambivalence developed in discussions during Karl Pillemer’s sabbatical in 1996 at the University of Konstanz Research Center on Society and the Family. Despite using different methods, samples, and research frameworks, both of us had come up with findings about intergenerational relations that could not be interpreted easily within existing theoretical frameworks. Kurt Lüscher’s study of family reorganization after older parents’ divorce pointed toward complex tensions between interpersonal closeness and distance, and between a desire to preserve traditional family forms and to strike out in new directions (Lüscher & Pajung-Bilger, 1998). Similarly, Lüscher’s work on family rhetoric (Lüscher, 2000) and on contemporary families (Lüscher, 1998) suggested the limitations of existing frameworks in these areas. Karl Pillemer’s research on elder mistreatment had revealed the paradoxical circumstance that extreme conflict and a high degree of solidarity coexist in abusive families (Pillemer & Suitor, 1992; Pillemer & Wolf, 1998; Wolf & Pillemer, 1997) and his studies of parent-child relationships had pointed to the prevalence of interpersonal conflict and unmet expectations (Pillemer & Suitor, 1998; Suitor & Pillemer, 1988, 1996) as well as their negative impact on parental well-being (Pillemer & Suitor, 1991).

The purpose of this paper is to consider the statistical evidence on the effects that ill health has on labour market participation and opportunities for younger and older workers in the East Midlands (UK).

A statistical analysis of Labour Force Survey data was undertaken to demonstrate that health issues affect older and younger workers alike. This has an equalling effect on labour market opportunities, which should reduce any potential for intergenerational conflict within the workforce.

Although health problems that limit activities and affect the amount and kind of work an individual can undertake increase with age, there are high levels of ill health of these kinds within all age groups, including the youngest workers.

The regional statistical analysis can only provide indications, and further research is required to differentiate which groups of younger and older workers suffer from which types of illnesses, as this has direct implications for their employment.

A more direct consideration of health in employment, education and training policy is required to enable the development of healthy and long‐term working lives that benefit individuals and the economy.

The consideration of the effects of health issues on the labour market should lead to a reconsideration of the rhetoric, and the reality of intergenerational conflict. There might be less reason for such competition than is generally perceived.

The paper considers intergenerational conflict in a labour market context and suggests that health issues have an equalising effect for the relative positions of older and younger workers.

This paper addresses the perceived closeness of the relation between East and West German adult children and their parents who no longer live in the same household. The empirical analyses are based on the German Socio‐Economic Panel (GSOEP). They show that East German family relations are closer than West German relations. Regarding the causes for closer or weaker relations for East and West Germans there are both similarities and differences. For example, the empirical analyses indicate differences regarding the importance of standard of living, birth cohort, and religion.

As the prioritization of family goals depends on the resolution of family conflict, this study's purpose is to explain how a dominant coalition (DC) of parental family members prioritizes their family economic and non-economic goals when faced with different types of family conflict.

A conceptual framework is developed drawing on a socio-cognitive approach to explain a family's goal formation process. This socio-cognitive approach extends the stakeholder salience underpinnings of family influence/essence theory. It shows that family conflict arises from the complex and novel social settings of a family business and that a DC prioritizes their family's goals by drawing on heuristic biases to resolve such family conflict.

A key finding of this study is the introduction of a distinct type of agency to family influence/essence research. Unlike the salient explanations, a family's goal formulation process is attributed to a DC's heuristic response in resolving their family business conflict.

Scholars have called for a greater need to investigate the social and cognitive underpinnings of a family's goal formation process. While the social settings of a family business are often explained in terms of family conflict, an understanding of the sources of such conflict and their resolution have received limited attention. This study opens new avenues to understanding the sources of such family conflict and the cognitive mechanisms needed to overcome them. This understanding is critical not only to the prioritization of a family's goals but also to the idea that “influence” defines the essence of a family business.

…the astonishing struggle that lasts forever Francine Du Plessix Gray (2000). …the simultaneous sound of…both harmonies and dissonances Kurt Lüscher (2000). I wanted to watch my father die because I hated him. Oh, I loved him… Sharon Olds (1992).The concept of absolute absence or presence is not meaningful for adult children when an elderly parent’s mind is slipping away. This is a time of increased ambiguity in the family boundary, in which the status and roles of the demented elder are no longer clear, and often not agreed upon. Not knowing if a parent is absent or present, the potential for ambivalence in the adult children is high. Within this intergenerational context, the main thesis of this paper is that the ambiguous loss of a parent with dementia provides fertile ground for increased ambivalence in intergenerational relations (Boss, 1999, 2002). The heightened ambiguity and resulting ambivalence may or may not be problematic, depending on cognitive awareness and family processes.

The purpose of this article is to review and comment on recent and emerging trends in negotiation research, and to highlight the importance of the interactions between various dimensions of negotiation.

Consistent with the behavioral negotiation framework, a two‐level structure is maintained consisting of the contextual characteristics of negotiation, on the one hand, and the negotiators themselves, on the other. The framework is supplemented with updated research, and the influence of culture in negotiation is commented upon – noting its increasing role in negotiator cognition, motivation, attribution, and cooperation. The paper also adds new themes to reflect the recent advancements in negotiation research. In particular, it focuses on the ways in which negotiator effects can mediate and/or moderate contextual effects, as well as the ways in which contextual effects can mediate and/or moderate negotiator effects.

The paper suggests that efforts to integrate the recent developments in negotiation research are necessary and that the behavioral negotiation perspective, due to its simultaneous simplicity and flexibility, is appropriate and effective for incorporating the various streams of negotiation research into a systematic framework. Critically, this framework highlights the dynamic interaction between the two levels and leaves much room for further exploration of these dynamics.

The paper identifies emerging areas of inquiry that can be especially fruitful in helping negotiation scholars to expand more traditional approaches to conflict in bold new ways and open up innovative avenues for thinking about the domain of negotiation. The paper offers a comprehensive model that integrates various dimensions of negotiation and illustrates the interaction among them.

Achieving intergenerational interaction and avoiding conflict is becoming increasingly difficult in a workplace populated by three generations – Baby Boomers, Generation X‐ers and Generation Y‐ers. This paper presents a model and proposes HR solutions towards achieving co‐operative generational interaction.

This paper adapts Park's theory of race relations to explain the distinctiveness of generational work groups and the challenges and opportunities that these groups present when interacting in organisations. Rashford and Coghlan's cycle of organisational change, based on the Kübler‐Ross grief cycle, is then mapped onto Park's race relations cycle in order to link generational interaction to emotional reactions to change over time.

The paper sets out a research agenda for examining how generations interact in the workplace. It acknowledges the limitations of using Park's theory of race relations, in particular the criticisms levelled at assimilationist approaches.

The paper provides an alternative viewpoint for examining how generations co‐exist and interact and shows how HR solutions can respond to the needs of different generations.