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Poland’s political and economic transition of 1989 resulted in a cultural trauma experienced by consumers, which has influenced their perception of the retail experience. However, younger Polish consumers can remember neither communism nor the transition period. Therefore, this study aims to investigate the differences in perception of customer experiences in retail between Poland’s pre- and post-transitional generations.

A quantitative survey is first conducted with a sample of 1,045 Polish consumers measuring their perception of utilitarian and hedonic customer experiences in retail environments. Then, five qualitative focus group interviews with 29 participants provide an in-depth understanding of the survey results.

The quantitative study suggests that the pre-transitional generation is focused on utilitarian experiences, whereas the post-transitional generation is attracted to hedonic experiences in retail environments. The qualitative study provides an understanding of how the utilitarian and hedonic aspects of customer retail experiences are perceived and how the cultural trauma manifests in consumers’ values.

The study provides a new perspective on the customer experience in retail contexts from a society that has undergone a cultural trauma. The findings focus on generational differences in consumer attitudes toward hedonic and utilitarian experiences in a post-transition society and expand the theory of cultural trauma into the field of customer retail experience.

This study investigates how sustainability influences employer branding across generational cohorts – Generations Z, Y and X – and between two neighboring countries, Slovenia and Croatia, with different economic development levels.

A comparative cross-generational survey was conducted among respondents from Slovenia and Croatia to assess the impact of sustainability on employer brand perception. The survey explored generational attitudes toward sustainability and its integration into the employer value proposition.

The study found that all the generational cohorts view sustainability as an important factor in their evaluation of employer brands. Generation X showed the most favorable attitude toward sustainability, followed by Generation Z, highlighting the need for organizations to communicate sustainability efforts effectively to attract these groups. However, there were subtle differences between the countries, with Slovenian respondents indicating a slightly higher preference for sustainable practices. Additionally, while Generation Z may not have the same financial leverage as Generation X, their high valuation of sustainability in employer branding demonstrates their future influence as they enter the workforce.

Limitations include the survey’s conceptual framing, which may be inherently biased toward the more affluent Generation X’s capacity to prioritize sustainability and the focus on USA-based generational definitions, which may not be fully applicable across different cultural settings. Future research could address these limitations by refining the conceptual approach and expanding the sample to include more diverse geographical contexts.

By comparing responses from two economically distinct neighboring countries, the study reveals complex inter-generational dynamics and national contexts affecting sustainability’s role in employer attractiveness.

The purpose of this study is to investigate the structural relationship model among narcissism, work centrality, employee engagement and discretionary effort.

Respecting the quantitative approach, the data were gathered by means of the survey completed by 1,190 respondents of Generation X, Y and Z working in the Thai service and manufacturing industries.

The findings of the study indicated positive associations between narcissism and work centrality, narcissism and employee engagement, work centrality and employee engagement and employee engagement and discretionary effort. It was observed that work centrality played a partially mediating role in the relationships between narcissism and employee engagement, while employee engagement fully mediated the associations between work centrality and discretionary effort, as well as between narcissism and discretionary effort. The structural model demonstrated variations across different generational cohorts, suggesting that the relationships differed among generations. However, the model did not exhibit any variations across different types of industries. Furthermore, the findings from the Thai samples indicated that generational differences had a moderating effect on the path relationships between narcissism and work centrality (with Generation Y having a stronger effect compared to Generation Z and Generation X), narcissism and employee engagement (with Generation Y having a stronger effect compared to Generation Z and Generation X) and narcissism and discretionary effort (with Generation X having a stronger effect compared to Generation Y and Generation Z), all with a significance level of 95%. Additionally, the relationship between employee engagement and discretionary effort showed a significant difference across generations, with Generation Z exhibiting a stronger effect compared to Generation Y and Generation X, at a significance level of 99%.

This study provides empirical evidence supporting the positive relationships between narcissism and work centrality, as well as narcissism and employee engagement, contrary to previous research findings. The results reveal that employee engagement fully mediates the associations between work centrality and discretionary effort, as well as between narcissism and discretionary effort, offering valuable contributions to the existing literature. Furthermore, this study expands on previous research by examining the moderating effect of industry type, specifically comparing manufacturing and service industries. The findings suggest that the model exhibits variations across different generational cohorts, highlighting the importance of considering generational differences in understanding these relationships. However, the model does not exhibit variations across different types of industries.

This study examined generational differences in traits and desired schemas of leaders among Filipino workers using the lens of the generational cohort theory.

This study utilized a sequential exploratory mixed-method approach. Phase One of the study utilized a qualitative approach in eliciting perceived characteristics and leadership schemas. Phase Two utilized a quantitative approach utilizing a survey to test generational differences.

Cluster analysis of survey responses of 341 Filipino workers showed two generation cohorts – the political and technological generation. Respondents from the political generation characterized themselves as being work-centered, family-oriented, traditional, seasoned, decisive and multi-tasking. The political generation also believes that an ideal leader is someone who cares about people's welfare, delegates, and is able to control others. On the other hand, the technology generation described themselves as being tech-savvy, carefree, laid-back, proud, individualistic, self-centered, arrogant, energetic and adventurous. The technological generation views an ideal leader as someone who is responsible, provides clear instructions, listens, and recognizes people.

The study focuses on Filipino workers and more studies in other countries are needed to establish generational differences in schemas.

The results have implications on the way that leaders are selected and developed especially in an increasingly diverse workforce.

The results highlight the role of political, sociocultural events and technological trends that shape the traits and schemas of workers.

The study contributes to both generational studies as well as implicit leadership literature. The study highlights the value of examining the intersection of both culture and generation in the context of leadership.

The study aims to identify the perceived authenticity of cheeses by consumers of different sociological generations in Mexico.

An online questionnaire was applied to 1,204 consumers. A Free Word Association (FWA) tool was used to determine the perceived authenticity of cheeses creating categories and dimensions. The sample was segmented into sociological generations. A chi-square test and a correspondence analysis were used to identify differences in the perception between generations. The information was complemented with word clouds of the cheeses mentioned and consumer testimonials about cheese consumption.

A total of 29 categories and ten dimensions revealed consumers' perception of cheese authenticity, most important of which were hedonic, rurality and new consumption. Authenticity is a mix of the pleasure of consuming the product, the link to rural life and new consumer values. Perceived authenticity is different in each sociological generation according to the dimensions of raw material, identity, market, new consumption and distrust, since it is related to the experiences of each generation. The results made it possible to contextualise another vision of the reality of the cheeses in the search for a quality seal.

The information contributes to the typification and promotion of cheeses in the process of patrimonialisation, by creating differentiated marketing tools that allow their valorisation.

This work contributes to the knowledge of the perceived authenticity of cheeses in the sociological generations, due to their differentiation by age, sociocultural, ethical, political and consumer aspects. It enables the knowledge of the consumer's perspective on these products.

There has been a rapid generational change in the business world in Turkey recently, and X generation managers are rapidly leaving their place to Y generation managers. In countries with relatively young populations such as Turkey, management in family businesses passes into the hands of Generation Y. This study aims to examine the moderator role of the difference between old and new generation Y in the effect of self-efficacy perceptions on decision-making strategies.

This research, which was designed according to the quantitative research method, was designed according to the cross-sectional survey model, one of the general survey models. The research data were collected from a sample of 441 family business managers determined according to the simple random sampling technique. The data were analyzed and interpreted with various statistical techniques. Data analysis was done with AMOS. 20 and International Business Machines statistical package for the social sciences 22 data analysis programs.

According to the analysis findings, there is a significant relationship between the participants’ self-efficacy perceptions and decision-making strategies. Research findings old and new generation Y managers have different decision strategies. The research results showed that the dominant self-efficacy perceptions of the Y generation affect their decision-making strategies.

This research only examines whether the old and new generation Y perceptions have a moderator function in the relationship between the participants’ self-efficacy perceptions and decision-making strategies. The research is quantitative research limited to family businesses. The results can be compared by repeating the research with other variables and in different samples, for example, by researching in public institutions. In addition, the way of reflecting the differences in perception to the management can be subjected to deeper analysis with mixed studies.

One of the important reasons for the difference in people’s approaches to events is their personality structure. Generational differences, which have been discussed primarily in recent years, make themselves felt in working life. The new working models arising from the different perspectives of the Y generation differ from the traditional business models. Today, in traditional business models, the manager profile is usually the X generation. However, the process is moving toward gaining essential positions in the management levels of the new Y generation. They put traditional managers in a difficult situation with their impatient behavior and desire to climb the career ladder quickly.

In the studies conducted on the Y generation, it is understood that they do not favor the classical management approach based on the command-command relationship. The sense of loyalty of the Y generation is low compared to other generations and their organizational commitment levels are weak. There are determinations that they attach importance to flexible working style and want to do business using digital technologies. They are highly motivated in setting vision and participating in strategic decisions in organizations. These features differ significantly from the X-generation managers who adopt the traditional management approach.

Both emotional and cognitive characteristics influence decision-making behavior. The generation gap which shows common personality structures in a certain period is an important predictor of decision-making strategy. Research results and related studies significantly affect the decision strategies of the generation gap. No research has been found comparing the old and new Y generations. In this respect, it is thought that the research will contribute to theory, practice and method.

The purpose of this paper is to make employers aware of the unique characteristics of the baby boomer generation in the workforce, the causes of boomer behavior and how employers might respond to those unique circumstances. A review of some books and articles is included as documentation of the phenomena.

As this is not a research paper, there is no specific design or methodology. The approach used was to write an assessment based on the authors’ nearly 50+ years’ experience in the recruiting and talent management field and Sparzo’s academic experience teaching in an MBA program.

Employers should be mindful that employees who are members of the baby boomer generation are not generally performing or retiring in ways that are similar to previous generations of workers. Recommendations are made as to how to manage this cohort, how to integrate this generation with the members of an employer’s workforce who belong to other younger generations and how the accommodations suggested may be applicable into the future, even after the last boomer retires.

The authors believe that the emerging trends and patterns of baby boomer behavior offer both challenges and opportunities to employers. The authors’ unique view as to how to understand the source of these trends and manage this workforce’s accumulated knowledge, while using the period of longer work-spans to “catch up” in developing strategies to capture, manage and redeploy their knowledge before they leave the employment scene.