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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.

The purpose of this paper is to disseminate the learning from the positive ageing and positive living projects of the Beth Johnson Foundation (BJF) and to contribute to the discourse around ageing and older people.

The content for this case study was drawn from evidence gathering activities with different generations of older people, with key stakeholders, commissioners and policy makers. This was supported by extensive desk top analysis of information and research on the subjects of positive and active ageing.

This case study examines the key elements of positive ageing within a life course context and explores the language and culture around ageing. It makes some recommendations, based on practice, that support a change in the dialogue around ageing from positive ageing to positive living.

This approach is of interest to all citizens, to those who work with older people, to commissioners and to decision makers. It promotes a multi-generational approach to the co-design of services. It supports prevention, health promotion and appropriate interventions which are not based on age. It also, therefore, promotes ageing as a “natural” part of the life course, challenges negative stereotypes around ageing and ensures accessible, inclusive and quality services.

The content and conclusions of the case study challenge some of the traditional thinking and approaches around ageing and recommend a more inclusive approach to service design and delivery. The case study also addresses some of the issues around the language used and the culture around ageing which will contribute to a more forward thinking approach.

This is an original case study based on the work of the BJF over a ten year period as it developed its’ Positive Ageing and Positive Living programmes. BJF has been at the forefront of the positive ageing movement by developing mid-life programmes of work and is acknowledged as an expert organisation in the field of intergenerational (and now multi-generational) practice and age friendly communities.

The purpose of this paper is to provide an update of the Special Issue's field of research, give the structure of the Special Issue and introduce the papers in the collection, including management issues.

A review of the Call for Papers and further research and a presentation of papers in the Special Issue paying attention to original contribution, research and management recommendations.

This Special Issue is making a solid contribution to the field in not only addressing ageing and the ageing generation, but focusing strongly on the way both the ageing generation and other generations such as Gen Y and Gen X affect organisational dynamics, structure and career management.

Original research brought together in a multi-faceted way outlining the challenges as well as management agendas for the organisation.

This paper seeks to enhance team performance by intersecting two existing literature streams, generational influences and working teams. This paper aims to boost project objective achievement through the instrumental use of generational competencies despite temporary and provisional project team environments. This supports project team leaders in harnessing diverse generational competencies of contributors to maximize outcomes.

The authors adopt the simultaneous use of social categorization and information processing to connect these diverse literature streams, highlighting the value system and skills of each generation to maximize working benefits.

Project team leader’s tactical deployment of generational competencies may positively contribute to execution and increased goal achievement. The increasingly provisional nature of workforce teams magnifies the need for intentional team management. Embracing generational competencies may elevate team members, increase productivity and decrease turnover.

This paper offers a pathway to couple team execution and generational differences by identifying generational traits which may benefit execution-focused, but provisional teams.

Rather than managing team members to fit into a specific work process, this paper explores the benefits associated with team leader acceptance and strategic use of diverse generational behaviours.

The authors expand upon team diversity by intersecting execution-based and provisional project teams with the intentional use of generational influences to build trust and further positive outcomes.

Now there are four generations of people sharing the workspace, each group brings different views, expectations, desires, dreams, values and ideas about work and life. This paper will examine how four generations work together in different ways and explores organisational strategies for managing the transition of knowledge through the generations. The factors of team working, mentoring and the design of the physical and virtual workplace are considered.

The paper is an examination of the workplace using a literature review. The content reviewed explores the characteristics of each generation, their cultural values and identity and the method to incorporate this into strategy, workplace design and workplace productivity.

The results of the paper demonstrate that it is vital for organisations to actively facilitate the transition of knowledge which is currently taking place within the multi‐generational workplace. The findings demonstrate that the changing pattern of work and life dictate that organisations have to adapt their culture to meet the demands and expectations of new generations in the workplace.

The paper does not look at workplace scenarios as a possible method of testing the theories suggested.

By understanding the make up of the workforces, facilities can be adapted to take advantage of employee characteristics which may lead to productivity improvement.

The link between the transition of knowledge and the management and design of facility space is made. Embracing workplace styles of flexible work locations, informal and fluid use of space, space for mentoring and team work, fun, open collaborative spaces, plug and play technological environments and non‐hierarchical organisational structures are just a few of the strategies which will have to be implemented in order to attract and retain high performance individuals.

Reverse mentoring though widely discussed and adopted in practice, scholarly research on the same is scarce. This paper thus attempts to provide an overview of the extant literature and highlights the developments taking place in the practical arena so as to reveal the research-practice gap and identify new avenues with respect to the expanding role of reverse mentoring.

This paper is based on the review of important developments in research and practice related to reverse mentoring.

Despite the multi-faceted benefits of reverse mentoring observed by practitioners, the academic literature is not only scarce but also confined to its vignettes and anecdotes. This review highlights how reverse mentoring has much more to offer than being just a tech-savvy tool.

This review calls for abandoning the single-faceted outlook (of a tech-savvy tool) towards reverse mentoring by exploring the concept from a broader lens.

The insights covered in the review highlight the expanding scope of reverse mentoring and present future pathways both for researchers and practitioners. It inspires the readers to re-visit the concept and explore how it can deliver valuable outcomes especially with regards to the multi-generational workforce.

In high-tech markets, innovation is always generative and continuous both within the iteration in a product's development process and throughout the upgrade of multi-generational products. Inspired by this practical phenomenon, this study aims to explore the mechanism of innovation generativity and continuity to explain how future innovations benefit from current innovations.

The study conducted qualitative research to explore innovation generativity and continuity by investigating five electronic information enterprises. The authors employed the ambidexterity perspective to explore the research question.

The authors found innovation generativity has three dimensions: inheritance, metabolism and inspection. These three dimensions and their interactions are what forms the mechanism of innovation generativity and continuity. The authors also found many paradoxes that prompt enterprises to pursue innovation generativity and continuity, and through this innovation process, enterprises are able to attain continuous innovation.

This study theoretically uncovers “how” to carry out innovation generativity and continuity, as well as the antecedents and the outcome. The findings contribute to research on product innovation, continuous innovation and ambidexterity, and have implications for managers who seek to improve innovation generativity and continuity.

The study intends to examine the generational differences between GenY and GenZ Indian generational cohorts on the study variables, i.e. core self-evaluations (CSE), team cohesion, organizational culture and team performance. Further, the present research aims to analyze the impact of CSE, team cohesion and organizational culture on team performance as antecedents.

The study has adopted a descriptive cross-sectional survey method where the data were collected from Indian working professionals who belonged to GenY and GenZ generational cohorts. Further, a total of 370 responses were received, and thereafter, the data were analyzed by employing significant statistical tests such as exploratory factor analysis (EFA), confirmatory factor analysis (CFA), structural equation modeling (SEM) and an independent samples t-test.

The study results revealed that GenY and GenZ cohorts significantly differ on CSE, team cohesion and organizational culture. However, no significant difference was reported in team performance between these two generational cohorts. Also, the study results disclosed that CSE, team cohesion and organizational culture positively influence team performance by acting as its determinants.

The study reports differences between GenY and GenZ that would assist managers in effectively dealing with these generational cohorts and formulating human resource (HR) policies that can accommodate the needs of these two cohorts. Additionally, the study benefits managers by highlighting the importance of core-self evaluations, team cohesion and organizational culture to enhance team performance.

Existing research depicts that there lies a paucity of generational studies in the Indian context. The present study attempts to address this lacuna by putting pioneering efforts into this field. The main contribution of the study lies in empirically investigating the Indian generational cohorts (GenY and GenZ) in the organizations. Further, the study has also conceptualized and examined a team performance model by considering factors at three levels (individual, team and organization).

The aim of this paper is to explore workplace implications of the changing workforce demographic.

The author identifies the different generations in today's workforce. The workplace expectations of the different generations are explored.

Corporate real estate (CRE) managers need to establish the different needs of the different generations. In addition, the CRE manager needs to create an environment that allows all generations to coexist in the same workplace.

CRE managers can use the information to assist in alignment of their workplace to the different generational expectations of the workforce.

The paper fills a void by evaluating office occupiers' workplace preferences based on age.