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The aim of this research is to advance the understanding of multi-channel behaviour in terms of different generational cohorts' usage and spending patterns.

Building on previous studies on multi-channel behaviour, differences in shopping channel usage and purchase amounts were investigated between baby boomers, Gen X, xennials and millennials.

There were significant differences found between the generations in terms of multi-channel behaviour regarding purchasing frequency and average purchase amounts via a) mobile phone, b) tablet, c) computer, d) social media and e) brick-and-mortar. Fewer differences were found amongst the generational cohorts in terms of amount spent per channel.

The research was successful in analysing variances in multi-channel behaviour amongst the baby boomer, Generation X, xennial and millennial cohorts, while updating the body of literature to consider generational channel usage of mobile and social media in multi-channel retailing.

Marketers should consider xennials’ channel behaviour and focus on converting sales through integrated programmes based on their channel usage. Retailers should also consider millennials' heavy engagement with social media in their lives but spend lower amounts via the medium, which may be an opportunity to use this medium as a viable stand-alone channel in targeting millennials' shopping dollars.

This study updates the body of research on multi-channel behaviour by considering generation as a factor in channel usage and spend amount.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This literature review paper concentrates on the microgenerations produced at the cusp where different generations merge into one another. The Xennial microgeneration is a productivity-enhancing organizational asset uniquely placed to help diffuse tension between Gen Xers and Millennials in the workplace.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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.

The purpose of this paper is to examine a long-term mentoring relationship between a White female from the Traditional Generation and an African American male from the Xennial Generation, as engaged in a mentoring relationship within higher education institutions in the USA. The study investigated if, how and to what degree the differences and similarities between them influenced their mentoring relationship.

The authors used an autoethnographic approach involving extensive questioning, dialoguing, note keeping and analysis over eight months.

The analysis suggested that race had the greatest influence on the relationship. The primary reasons for mentoring success were similarities in family backgrounds and commonly held values.

This study may not be generalizable to mentoring relationships that do not involve cultural differences in race, age or gender.

The paper offers a model for the types of strategies individuals can use in cross-racial mentoring endeavors to help build and sustain these relationships. It also includes suggestions for individuals engaged in mentoring relationships, which include gender, race or age differences, and organizations seeking to enhance diversity within their institutions.

There is not an extensive body of research on individual cross-racial, gender and generational mentoring that provides an analysis of the experience of those involved. Additionally, the model presented for examining cross-racial mentoring relationships is unique.

The purpose of this paper is to investigate different profiles of honey consumers in Slovakia and Romania by using a segmentation approach, thus supporting honey producers from both countries and promoting the consumption of honey for both food and health benefits.

A paper and online survey was conducted in two representative regions of Slovakia (n=2,138) and Romania (n=1,100), between November 2017 and February 2018. By carrying out a two-step cluster analysis, several segments of honey consumers based on consumption patterns, demographic profile, purchasing behaviour and honey preferences were defined.

In both countries, honey is mostly consumed as food product and medicine and the majority of consumers think honey has healing effects. Based on the data, the authors identified similar segments in Slovakia and Romania, in terms of frequency and annual consumption (“maniacs” or “loyal consumers”, “regular consumers”, “occasional consumers” or “sporadic consumers” and “irregular consumers”), but, at the same time, those segments are different in terms of the way in which honey is consumed (multipurpose or direct consumption, spreads, beverages and ingredients for cooking).

The findings provide honey producers–beekeepers a wider information base, which can increase effectiveness of price, distribution and marketing communication strategies. Furthermore, knowledge from results will allow producers to specialise and place the production by designing different marketing strategies in different segments.

The central issue in the case is opportunity identification and decision making. While the literature on direct selling is limited, much has been written about ideation, effectuation, causality and opportunity identification and assessment. Scholars of entrepreneurship debate whether entrepreneurial opportunities are identified and assessed primarily through effectuation or causation.

This case is based upon a combination of interviews with the protagonist, her staff and secondary research.

This case explores the opportunity identification, assessment and decision making of an energetic, African American, female founder and CEO in the rarely-researched direct selling channel. Dr Traci Lynn Burton founded her company at 24 with an investment of $200. In 2008, in its second incarnation, Traci Lynn Jewelry became a direct selling company and has taken bold steps. By 2018, the company was a direct selling leader and was preparing to launch a new product line. The case supports undergraduate students in understanding effectuation and causation, opportunity identification and assessment, and direct selling.

This case is primarily for upper division undergraduates. It is suitable for courses in entrepreneurial strategy, entrepreneurial marketing, general entrepreneurship emphasizing opportunity identification, opportunity assessment and/or effectuation.