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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.

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.

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 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 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 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.

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.

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.

Workplace mistreatment and aggression have become pressing issues in today’s multi-generational workplace. Yet, to date, the issue of investigating the impacts of passive and active types of mistreatment simultaneously on different generations has been widely neglected in the management literature. The purpose of this paper is to empirically explore the resultant effects of active (i.e. workplace tolerance to incivility) and passive (i.e. workplace ostracism) mistreatments on negative emotion and intention to sabotage, a generational perspective.

Data were garnered from bank employees in Nigeria (n=320) and analyzed with the aid of a structural equation modeling technique.

The data reveal that active and passive workplace mistreatments are relevant factors inflicting negative emotions and intention to sabotage, and negative emotions inflict the intention to sabotage. Furthermore, the impact of passive workplace mistreatment on negative emotion is higher among Generations X and Y cohorts, and its impact on the intention to sabotage is higher among Baby Boomers cohorts. The impact of active workplace mistreatment on negative emotion is higher among Generation Y and Baby Boomers cohorts, and its impact on the intention to sabotage is higher among Generations X and Y cohorts.

This paper advances our knowledge concerning the reactional response of employees to workplace mistreatment generation wise. Based on the study findings, theoretical and practical implications are identified and discussed.