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Based on the theory of social identity mechanism, this study aimed to investigate the associations with millennial consumers' need for uniqueness (NFU), susceptibility to peer influence (SPI) and attitudes towards luxury brands (ALB) under the cross-cultural context. The mediating effect of fashion innovativeness (FI) and the moderating effect of culture were examined.

The data for this study were collected through a survey from 217 millennials in Shanghai and 268 millennials in Tokyo. Moderation analysis and mediation analysis using Hayes PROCESS macro were applied to test proposed hypotheses.

Results show that NFU and SPI have a significantly positive effect on millennials' ALB, and fashion innovativeness plays a mediating role in this process. Furthermore, the positive impact of NFU on millennials' ALB for relatively individualistic cities (Shanghai) is stronger than for relatively collectivist cities (Tokyo). The positive impact of susceptibility to informative influence (SII) on millennials' ALB for Tokyo is stronger than for Shanghai.

The research results suggest how different cultures can support marketers in effectively carrying out their business strategy.

Under the cross-cultural background, the social identity mechanism behind the attitudes of millennials towards luxury brands has been widely recognised. However, little is known about how culture could moderate the social identity mechanism behind millennials' ALB. By analysing these mechanisms, this study compares the cultures of Shanghai and Tokyo and expands the previous research achievements.

This study aims to examine how students in business colleges across three countries, the United States, India and China, interpret environmental sustainability. This study also explores where students from different cultures believe responsibility lies in caring for the environment and how these beliefs represent their cultural and millennial values. The purpose of this study, then, is to investigate millennial business students’ perspectives toward the environment across the three countries holding the largest ecological footprint.

College of business students from the United States, India and China were surveyed. Student responses regarding environmental sustainability were compared to values of the millennial generation and placement of responsibility compared to national culture dimensions.

An average of 66.3 per cent of the coded responses reflect the optimism of the generation. Concern for future generations was a frequent theme. Most responses assigned responsibility for environmental sustainability to “all”. Results support the work of Husted (2005) and Park et al. (2007) as well as the expectations of the millennial generation’s values related to environmental sustainability.

The authors connect national cultural research to environmental sustainability. This study explores where students from different cultures believe responsibility lies in caring for the environment and how these beliefs represent their cultural and millennial values. National cultural combined with millennial opinion is an important area of research for understanding the assignment of responsibility related to environmental sustainability.

This paper aims to test the relationship between millennials’ status motivation and their ecologically conscious consumer behavior (ECCB) and the mediating role of culture influencing this effect.

A panel of millennials was surveyed using established scales to measure their status motivation, cultural values and ECCB.

The findings demonstrate status motivation has a positive effect on millennials’ ECCB. The findings indicate that the cultural values of collectivism, power distance and masculinity mediate the relationship between status motivation and ECCB.

This study looked at responses from one generation, millennials, in one country, the USA.

Status motivation can impact ECCB and cultural values mediate this relationship. Status motivation can directly impact ECCB, as well as work positively through the cultural values of collectivism and power distance and negatively through masculinity.

The results suggest ECCB for status-motivated millennials is driven by both status motivation and their collectivism, power distance and masculinity. To encourage millennials’ ECCB, public policymakers and marketers should emphasize the social influences of sustainable behaviors and how these behaviors make them stand out from others who are not sustainable and target those who view women as equal to men.

This research examines how millennials’ status motivations impact their ecologically conscious behaviors both directly and through the mediating role of cultural values. This research contributes by answering the call for looking at the influence of cultural values on environmental behaviors. It offers a possible reason for the mixed findings previously in the literature regarding status and sustainability by illustrating status motivations may work both directly and through cultural values in influencing ECCB. Thus, it is one of the first studies to demonstrate culture’s mediating effect in the area of sustainability.

This study explores the millennial perceptions of cause-related marketing (CRM) in international markets through the lens of an ethical continuum. Literature gaps exist in our understanding of cause-related marketing, ethics and millennials in an international context, with few studies offering insights into successful CRM campaigns in developed vs developing countries. Previous studies have yielded differing responses based on culture, sociodemographic and consumer perceptions.

An exploratory qualitative research method was adopted to build the theory necessary to address this research gap. Semi-structured interviews were conducted with a convenience sample of 155 undergraduate and postgraduate students representing 17 nationalities. Interviews were conducted in two regions (Ireland and United Arab Emirates) representing developed and developing markets.

Discrepancies exist between millennial consumers when it comes to ethical self-reporting, perceptions of CRM initiatives, choice criteria of CRM offers and purchase intentions. Findings also suggest that there is a relationship between the religious and ethical beliefs of millennials in certain regions. Gender showed no significant differences in perceptions of CRM.

This study examines millennial perceptions of CRM from multiple nationalities in developed vs developing markets. It introduces the ethical continuum in international CRM as a lens to examine perceptions of millennial consumers. The study identifies that millennials should not be treated as a homogenous group, suggesting different choice criteria of millennial consumers based on their ethical standards. It demonstrates emerging support for the role of religion in successful adoption of CRM.

While considerable scholarly attention has been given to “millennials” (those born between 1981 and 1997), little is known of this generation’s ability to influence healthcare organizations and managerial roles in particular. This paper aims to clarify why millennials enter the healthcare management field and how their motivations correlate with preferences for working in various healthcare sectors and with various patient populations.

Survey data were collected from 107 millennials pursuing bachelor degrees in healthcare management by using a modified version of the multidimensional work motivation scale. Further data were collected on millennials’ preferences for working in various healthcare sectors and with various patient populations. Correlational analyses were conducted to examine the relationship between types of motivation and workplace preferences. Cross-cultural differences were also examined within this generational set.

Results indicate a significant positive relationship between intrinsic motivation and preferences for working on the payer side of the industry and within finance and IT functions. Findings also reveal a significant positive relationship between prosocial motivation and preferences for working with more vulnerable patient populations. Variance in work motivation among cultural sub-sets of millennials suggests different upbringings, or alternatively, cultural relativity of the motivational constructs themselves.

Despite offering key insights into the next generation of healthcare managers, this study is limited by a sample of millennials from one large, metropolitan university in the USA and thus may not represent the views of all millennials.

To select, retain and develop the next generation of healthcare managers, it is incumbent upon organizations to better understanding millennials’ motivations and preferences.

This study is the first of its kind to illuminate the motivations and preferences that underpin a key and growing segment of the healthcare workforce. Millennials, now the largest and most diverse generation on the planet, are poised to change the landscape of health care.

The purpose of this paper is to disentangle the different and sometimes controversial aspects of Generation Y workers’ behavior at the workplace and to provide real-life answers to human resource management and the study of employee relations.

The study makes use of an empirical research framework to assess dominant preferences, values and patterns of behavior in workplaces where Generation Y employees have demographic relevance. The main research questions that this paper will address are: RQ1: What are the main features of organizational culture that are deemed functionally important to their job satisfaction by Generation Y workers? RQ2: Which are the general societal and generational values that affect most prominently their behavioral responses to duties and tasks in the workplace? RQ3: How do millennial workers perceive the gap between a real and an ideal organization in which they work in interactional and behavioral terms? The methodology includes a survey and interviews conducted in a multinational corporation based in Budapest. The theoretical framework is the one developed by Margaret Mead (1970) on value preferences and their generational change.

When generational values and behavioral patterns are not in harmony with the proper organizational cultural aspects of the company high attrition rates become manifest. Generation Y workers can be defined as cofigurate culture (Mead, 1970) in the sense that this generation encapsulates innovative aspects in some bridging features to the previous generation (Generation X). This is one of the aspects that may account for the conflicting social and work values that characterize work relations between Generation Y and X employees. Moreover, because of the three different domains on which work satisfaction is built (social, organizational and cultural) Generation Y workers will aim to strike a balance between expectations, ideas about what a good organization should look like and real-life experiences.

Since the research concerns only one company case study, its scope is limited. In particular, empirical approaches to the study of employee relations with Generation Y workers are still few and more research is needed to fill this gap.

Millennial workers are not simply part of a different generation, as they actually share some value aspects and orientations of the previous generation. The practical implication is that the behavioral and organizational features that bridge Generation X and Y preferences should be detected in order to improve employee relations. Second, paying attention to the social, cultural and organizational features that Generation Y workers deem as important when describing their daily work experiences, it is possible to limit miscommunication and reduce attrition rates.

The study of generational features and tendencies at the workplace is an important social field since it brings new insights into work relations and leadership. Treating the Generation Y as a cofigurate culture helps to bring together cultural and social preferences with values built on the workplace and in the social context of belonging.

The paper provides an original contribution to the study of generational, social and organizational aspects concerning the daily work experience of millennials in a corporation. The study builds an empirical framework in which the value aspects that shape the everyday reality of employee relations are measured and triangulated with qualitative data from ethnographic interviews. This paper can be of interest both to academic and to practitioners, thanks to its strong practical application to human resource management.

Researchers emphasized that only a small effort has addressed the beliefs and attitudes of millennials toward advertising. The purpose of this study is also to respond to researchers’ recognition of the dearth of cross-national advertising and globalization studies in emerging markets. To fill this theoretical gap in the literature, this study aims to assess attitudinal differences and similarities, as well as the underlying structures of the attitude toward advertising in general (AG), of millennial consumers from developed and emerging markets (USA, UK, France, Spain and Morocco).

Data were obtained from millennials through self-administered survey questionnaires. It drew from findings of previous research and theoretical development by Bauer and Greyser, Pollay and Mittal, Sandage and Leckenby, Muehling, Durvasula and Netemeyer, and Andrews, Lysonski and Durvasula. Various statistical analyses were used to explore differences and similarities in AG.

The paper concludes that the two-factor solution framework of AG is inadequate. Research results also indicated that millennials from each of the five different countries studied did not indicate overwhelmingly favorable or unfavorable AG. This study found eight factors/constructs (i.e. promote bad things as good, product information, social role and image, hedonism/pleasure, good for the economy, materialism, falsity and “not interpretable”) as descriptors of the millennials from the five nations’ AG.

The differences in advertising beliefs and attitudes among samples in the five countries studied may be because of such factors as historical values, practices and regulations. Cultural values and dimension may influence millennials’ perceived AG and need to be taken into consideration.

Academicians and practitioners in the advertising field need to appreciate the country’s cultural peculiarities. In understanding the advertising preferences of millennial consumers in these five markets, marketing and advertising executives may have localized their advertising messages for each studied market, resulting in different responses from these millennial consumers.

Millennials need not be conceptualized as a single niche market. While the focus of most of research in the determinants of AG had been within the Western business/consumer construct, the goal is to include assessment of AG in a non-Western, emerging market. This paper addresses the dearth in determinants of AG research in North Africa and other emerging markets.

This study aims to examine living preference and tenure among millennials, with a particular focus on the impact of ethnic and cultural diversity on housing outcomes including observed homeownership inequalities.

Using the individual panel data from three waves in American Housing Survey, 2015–2019, this study compares the likelihood of co-residing among Asian and Hispanic millennials with non-Hispanic white millennial peers. Furthermore, this study estimates the effect of co-residence on homeownership across generational and ethnic backgrounds.

This study finds a preference for coresident adult familial households among foreign-born Asian and Hispanic millennials, and US-born Hispanic millennials when compared to their non-Hispanic white millennial peers. The results are robust after considering neighborhood selection bias, affordability and education. The effect of co-residence on ownership is significant and positive, suggesting this living arrangement contributes to homeownership across all generational and ethnic groups.

Housebuilders should be aware of Asian and Hispanic millennials’ increased appetite for extended family living arrangements and consider increasing the physical size of affordable or workforce-oriented rental housing and new single family construction to accommodate more adult co-living arrangements.

This study provides a more comprehensive understanding of the role ethnic and cultural diversity has on millennial adult living preferences and its generational differences, which is not just “boomeranging” as identified by previous literature, contributing to the growing interest in the housing research on the effect of ethnic diversity and culture on millennials’ homeownership rates.

This paper aims to propose that millennials – those born between 1980 and 1995 – are uniquely impacted by the long-term impact of the pandemic, which has accelerated the work from home movement and exacerbated organizational issues associated with working remotely. Millennials, on the cusp of embarking on important leadership roles in this new remote work environment, pose challenges and opportunities for organizations will that will last long after the pandemic.

This paper provides a viewpoint based on a narrative review and on the authors’ professional experiences within organizations. Based upon these findings, this paper has reimagined the Mumford skills model to explore millennial managers in this new remote work, post-pandemic context. The goal of this narrative review was to provide a full picture of the “Millennial manager” and the challenges they face in becoming effective managers, as well as highlight the important strengths they bring to the table.

Managers may have challenges regarding job satisfaction, productivity and organizational commitment. The positive factors are millennials prefer flexibility, teamwork and creating a positive work-life balance. The negative side has to do with isolation and the ability to embrace the organization culture in a remote environment. This model shows positive and limiting factors of millennials related to organization effectiveness. The major propositions and model were that millennium managers in this new environment increase interpersonal communication to maintain trust, effective mentoring, resolve strong organizational culture and ensure effective delegation and conflict resolution.

This study discovered challenges for managers, including developing loyalty and improving employee job satisfaction and organizational commitment. Active listening is necessary for team management to show that all team members are valued irrespective of the work environment. Active listening and empathy will increase social support at work, which improves personal well-being and productivity. Millennials will continue to use their technological skills, their desire for teamwork and their preference for participative management, resulting in becoming an invaluable asset in this era of organizational transformation. The challenge for organizations is to realize the millennial generation possesses many talents and must successfully engage them in the pursuit of organizational goals.

This paper adds to the body of knowledge regarding millennials in organizations with a specific focus on the new work environment created by the global pandemic. The authors hope that their adapted skills model – the millennial manager skills model – becomes an important resource for articulation this new environment that millennial managers are in and that this model can be further refined and expanded through empirical exploration.