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The purpose of this research was to explore managers' perceptions related to the emerging needs, roles, values, responsibilities and commitments of millennials in the multi-generational workplace, and to determine how managers may effectively recognize and use millennial contributions to enhance the organizational culture and infrastructure.

This qualitative, narrative inquiry study utilized semi-structured interviews to capture collective insights of managers who lead millennials within multi-generational teams. All researchers used an interview protocol with each participant to maintain integrity. Data analysis included the creation of a code manual which was developed utilizing the first five interviews. The code manual included definitions, descriptions and exemplar text and was then used to code all remaining interviews.

Data are presented through three key areas of exploration: The contributions of millennials in multi-generational workplaces, the evolution of managerial views of millennials and the tactics managers use for millennial management in multi-generational teams.

Scholarly literature has clearly presented perceived qualities millennials bring to the workplace, including poor communication, advanced technology skills, overconfidence, and a need for work–life balance. This study seeks to provide an understanding of the generation, through the lens of their managers.

The purpose of this paper is to better understand the development and implementation of shared leadership in multi‐generational family firms. Shared leadership or family top management teams involve multiple family members in the top management and ownership of family firms.

A qualitative case study approach was employed, using in‐depth interviews of the top managers of four family businesses. Each case was analyzed separately, and emergent themes found in each case; and then generalizations were made across the four cases in the cross‐case analysis.

Eight factors or conditions were examined that affect shared leadership in multi‐generational family firms according to the respondents – long‐term orientation, close communication and shared understanding, resistance to change, succession planning, failure to release control, reporting relationship confusion, increased decision time, and higher decision quality. The result of this study is the production of eight propositions to build theory concerning shared leadership, which is an under‐researched area for family business studies.

This paper is rich in qualitative detail, but with all such case study research, its limitations regarding sample size are recognized.

This paper views shared leadership as a growing phenomenon that incumbent family business leaders should consider as a viable alternative to primogeniture or the choice of a single successor.

The study described in this paper is groundbreaking in that it examines shared leadership or the development and implementation of top management teams in family firms in depth and detail. The paper contributes a balanced view of the implementation of shared leadership in family firms, exploring both the positive and negative aspects.

Feedback from condominium occupants on multi-generational condominium facility services makes it possible to identify areas in need of improvement and development concerning facilities management in this residential project type. This paper aims to examine behaviours, needs, preferences and patterns of space use in condominium occupants from three different age groups (under 30, 30 to 50 and over 50 years old) relative to their satisfaction with facility services. The paper examines the impact of the physical environment and facility service arrangement (i.e. cleaning and security) on occupant satisfaction in the common areas of six multi-generational condominiums and investigates whether occupant satisfaction varies between the three age groups.

Six case studies classified as multi-generational condominiums were conducted. Research methods included document analysis, field surveys, interviews with juristic person managers and surveys from condominium occupants regarding their satisfaction with cleaning and security services in the common areas. The findings were then applied one-way ANOVA to test occupant satisfaction mean differences between age groups.

The findings indicate that physical environment characteristics including the location, size, number and design attributes of common areas have an impact on the provision of facility services and may influence occupant satisfaction. In terms of the facility service arrangement, both the service method and the ratio of staff to areas of responsibility can be explained in connection to functional and technical quality, respectively. Occupants’ demands and behaviours, such as the strong requirement for privacy, the preference towards service staff accessibility and the frequency of space usage, contribute to different levels of occupant satisfaction.

More case studies in Thailand and also in other countries, based on surveys with large samples of respondents, are required to increase the validity and to establish whether it is possible to generalise the study’s findings.

The findings and reflections upon them help understand the impact of physical environment characteristics and the provision of facility services on occupant satisfaction in various age groups. Recommendations are provided concerning building design and the provision of facility services in connection to perceived service quality and occupant satisfaction in multi-generational condominiums in Thailand that can apply to other types of real estate projects where similar facility services are offered.

This paper contributes to research on occupant satisfaction with facility services and provides evidence on occupants’ feedback in different types of perceived service quality (i.e. technical and functional quality). Identifying the impact of physical environment characteristics, facility service arrangements and occupant behaviours on occupant satisfaction with the technical and functional aspects of facility services contributes to the body of research on facilities management.

This paper's aim is to explore the benefits accruing from a multi generational workforce.

The paper is an evaluation of employer experiences.

Workplaces benefit from a multi generational workforce; and employers have yet to systematically harness and leverage these benefits.

As employers begin to think of workforces in generational terms, they will need to understand the benefits arising from a comprehensive understanding of the relationships between employee generations.

This paper aims to advocate the need for educational leadership to understand and consider the immediate role and challenges associated with the unique values and characteristics of an age-diverse population and their impact on teaching and the facilitation of learning.

The paper draws on the review of the generational and diversity literatures and related organizational best practices to identify key definitions and empirical findings and to develop recommendations which can be deployed in future research and practice in different types of organizational settings.

This paper provides insights into how organizational leaders can promote a multicultural environment that leverages multi-generational differences. Also, the present study offers innovative pedagogical approaches that can help better prepare future business leaders for these challenges.

The study attempts to reignite the debate through a detailed review that describes the current understanding of generational differences among four generational cohorts. Given the research approach, the recommendations may lack generalizability.

This paper advocates the need to understand generational differences to manage the challenges associated with differences in attitudes, values and preferences regarding leadership, human resource practices and organizational change initiatives.

Organizations which create environments that are value-based and that support divergent views and values of each of the cohorts, create a positive outcome for both the organization and its employees.

This paper enhances knowledge and understanding at the theoretical and practical levels, enabling business leaders and faculty to gain insight regarding the generational differences and unique characteristics of four organizational workgroups – Veterans, Baby Boomers, Generation X and Generation Y.

Focuses on the potential advantages and pitfalls of a multi-generational workforce.

Focuses on the potential advantages and pitfalls of a multi-generational workforce.

Argues that younger people are often more technologically “savvy” than older employees and more at ease with open communication but that older employees also have a wealth of experience they can pass on to their younger colleagues.

Demonstrates how organizations can use communication technology itself to bring the generations together.

Highlights how demographic factors are changing the nature of the workforce and moving the emphasis towards life satisfaction rather than simply career success.

Reveals how new technology can help to solve some of the problems that the technology itself creates.

The purpose of this study is to present strategies that hospitality and tourism organisations might adopt as a means of encouraging employee engagement, thus enabling the more effective management of an increasingly multi-generational workforce. This paper evaluates current strategies being adopted that might encourage employee engagement by a selection of hospitality and tourism organisations and develop recommendations for organisations wishing to more effectively engage the multi-generational workforce.

This study adopts a mixed methods approach and presents findings based on a series of semi-structured interviews with management and self-completion questionnaires aimed at employees.

The relationship between the supervisor and the employee remains a key enhancer regarding engagement and employees are increasingly demanding more contemporary methods of communication. Employers should take note of generational characteristics and adopt flexible policies attractive to all employees.

This paper contributes no t only to the debate regarding generational differences in the workplace but it also identifies that the various generations evident in tourism organisations are desirous of similar working conditions and benefits. Organisations should consider the development of a range of packages that focus on linking employees with their purpose, their colleagues and their resources as a means of encouraging employee engagement.

This study contributes to the debate regarding employee engagement and compares and contrasts initiatives that various tourism and hospitality organisations are adopting as a means of encouraging employee engagement. The study also elicits the views of the organisations employees to understand the extent of the effectiveness of such initiatives and makes recommendations regarding the most effective initiatives from both a management and employee perspective.

The purpose of this paper is to evaluate the impact the workplace can have on knowledge working for a multi‐generational workforce.

A case study analysis is undertaken of Leeds City Council (LCC) workplace in the UK.

The findings from the study show that in the context of LCC there are some key differences between the generations regarding knowledge working preferences for formal/informal meeting spaces. In other aspects, such as knowledge sharing, the generations appear to agree on key aspects such as mentoring and team‐based working environments.

Corporate real estate managers can use the research findings to assist them in providing a range of workplace settings to enhance multi‐generational interaction.

This paper fills a gap in current research by evaluating workplace preferences based on generational differences.

The purpose of this paper is to advance the general understanding of the corporate heritage domain. The paper seeks to specify the requisites of corporate heritage and to introduce and explicate the corporate heritage marketing and total corporate heritage communications notions.

As befits an opening article of the first special edition specifically devoted to corporate heritage, this article is largely conceptual in character and draws on the extant literature on corporate heritage brands and identities. In illuminating key points, it also makes reference to extant corporate heritage entities/brands.

A provisional theory of corporate heritage sustainability is articulated, as is the enumeration of key corporate heritage traits. The notions of corporate heritage marketing and total corporate heritage communications are introduced and articulated. Key corporate heritage traits requisites encompass omni‐temporality; institution trait constancy; external/internal tri‐generational hereditary; augmented role identities; ceaseless multigenerational stakeholder utility and unremitting management tenacity. Corporate heritage marketing consists of eight dimensions: corporate heritage character/communications/covenant/conceptualisations/culture/constituencies/custodianship/context. Total corporate heritage communicates consists of primary/secondary/tertiary and legacy communications.

The paper notes the need for assiduous management attention to be accorded to organisations with a bona‐fide corporate heritage. Managers are custodians – as are organisational members guardians – of a corporate heritage. Corporate heritage institutions because they are sui generis require distinct approaches vis‐à‐vis their preservation and management.

Corporate heritage identities and corporate heritage brands confer not only corporate but also temporal, territorial, social, cultural and ancestral identities to multi‐generational groups of customers and other stakeholders. As such, they are of importance not only as corporate entities but also as perennial social identities as well. This is of importance to policy makers, managers and owners of corporate heritage identities and corporate heritage brands.

The unveiling of corporate heritage marketing and of total corporate heritage communications perspective and the articulation of key corporate heritage entity traits is original and is of value to corporate communications/corporate marketing scholars and practitioners alike.

This paper seeks to investigate how cross‐generational biases affect tacit knowledge transfer and resulting knowledge flows in edge organizations.

The paper applied hypothesis testing χ²s, as well as ethnographic analysis.

Cross‐generational biases affect tacit knowledge transfer and resulting knowledge flows in edge‐like organizations. Other factors, such as trust, loyalty, work ethics, and family values, also affect knowledge flows.

Sample size should be increased for future work, as well as applying the results in a defense/military environment.

The results of the paper should influence succession planning, human capital strategy, and knowledge management efforts in edge‐like organizations.

The work is quite novel as it integrates inter‐generational differences, tacit knowledge transfer, and knowledge flows in edge organizations.