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Successful knowledge transfer (KT) between younger and older workers (YW and OW, respectively) is critical for organizational success, especially in light of the recent surge in employment volatility among the youngest and oldest segments of the workforce. Yet, practitioners and scholars alike continue to struggle with knowing how best to facilitate these exchanges. The qualitative study offers insight into this phenomenon by exploring how KT unfolds in YW/OW dyads.

The authors performed a reflexive thematic analysis of semistructured interviews with two samples of blue- and white-collar younger/older workers from the USA (N = 40), whereby the authors interpreted the “lived experiences” of these workers when engaged in interdependent tasks.

The analysis, informed by social exchange theory and exchange theories of aging, led to the development of the knowledge transfer process model in younger/older worker dyads (KT-YOD). The model illustrates that, through different combinations of competence and humility, KT success is experienced either directly (by workers weighing the perceived benefits versus costs of KT) and/or indirectly (through different bases of trust/distrust perceived within their dyads). Further, humility in dyads appears to be necessary for KT success, while competence was insufficient for realizing KT success, independently.

In exposing new inner workings of the KT process in YW/OW dyads, the study introduces the importance of humility and brings scholars and organizations a step closer toward realizing the benefits of age diversity in their workplaces.

The parent-child relationship is important to the solidarity of families and the emotional well-being of family members. Since people are more dependent on their close social relationships as they age, understanding the quality of relationships between aged parents and their adult children is a critical topic. Previous research shows that this relationship is complicated with both kinship and ambivalence. However, there is little research on the causes of this complexity. This paper proposes a role model to explain this complexity by studying the leadership transition within a family as the child grows.

In this paper, we proposed a novel perception to understand this transition process and explain related problems based on the analysis of the leader-follower relationship between the parents and their children.

When a child is born, his/her parents become the leader of this family because of their abilities, responsibilities and the requirements of the infant. This leader-follower role structure will last a long time in this family. Decades later, when the parents become old and the child grows up, the inter-generational contracts within the family and the requirement of each members change. This transition weakens the foundation of the traditional leader-follower role structure within the family. If either the parent or the child does not want to accept their new roles, both of them will suffer and struggle in this relationship. This role conflict will cause ambivalence in the relationship between aged parents and their adult children.

Based on the quantitative study model provided in this paper, we can moderate the relationships between aged parents and their adult children. This effort is meaningful in enhancing the quality of life and emotional wellbeing for senior citizens.

The purpose of this paper is to explore leadership succession in families in business. Although there is a vast amount of research on leadership succession, no attempt has been made to understand this phenomenon by using an intergenerational learning approach. By applying the Double ABC–X model, the authors discuss how resilience is developed through intergenerational learning during family leadership succession in business.

Based on a single case, the authors define pre- and post-event parameters of the business family under study and use the Double ABC–X Model as an analytical framework. Individual and pair interviews, as well as a family firm workshop, were undertaken following an action research approach using multiple interventions. The qualitative data were collected by reflective journals, field notes and observation protocols. Finally, the authors analyze the data according to a circular deconstruction strategy.

The authors find specific pre-event stressor parameters related to mutual mistrust, independent decision making and non-strategic transmission of power, knowledge and responsibility from predecessor to successor. The intervention based on the intergenerational approach during the post-crisis phase focuses on problem solving and coping within the new situation of co-habitation among the two generations. The intergenerational learning approach based on pile-up of demands, adaptive resources and perception is the source of family adaptation. Additionally, the power of the narrative to reflect past events and project the future seems to the point where the family starts developing resilience.

The way family businesses deal with critical and stressful events during leadership succession may lead to intergenerational learning, which is a source of resilient families. The authors apply the Double ABC–X model to understand family leadership succession in business and further develop it to explain how families develop resilience.

Although the Chinese nation is undergoing rapid modernisation and urbanisation, there remains widespread interest in some traditional familial arrangements and practices, particularly in the intergenerational context. This paper discusses the family relations of urban middle-aged citizens in present-day China.

This study employed the grounded theory method to investigate family relations among middle-aged citizens in urban China based on data obtained via semi-structured interviews with 34 participants. A grounded theory coding strategy was used for data analysis.

The analysis revealed evidence of a transformation towards downward solidarity, with decreasing intergenerational co-residency; that is, the traditional norm of adult children providing support to their older parents is rapidly losing popularity. However, middle-aged and older citizens continue to support their adult children by helping them purchase real estate and assisting with childcare activities.

The findings suggest the existence of intergenerational inequality. Policymakers should acknowledge this phenomenon and provide the younger generation with enough support to improve the wellbeing of the country's middle-aged and older population.

The transformation towards downward solidarity implies a new intergenerational relationship in contemporary China, in which many young people rely on financial and functional support from their older parents. Meanwhile, traditional norms continue to exist despite greater downward solidarity among the younger generation. In other words, old and new norms simultaneously exist.

This paper aims to explore the pertinent issues, barriers and pitfalls of intergenerational communication in business families during their leadership succession period.

Building on relational leadership theory, the paper makes use of an action research approach using a qualitative single case study to investigate communication barriers and pitfalls in business transition.

Through action research, interventions were taken in the underlying case, which increased the consciousness, as well as the personal and social competencies of the business family. Thus, business families stuck in ambivalent entanglement understand their underlying motives and needs within the change process, get into closer contact with their emotional barriers and communication hindrances, which is a prerequisite for any change, and break the succession iceberg phenomenon.

Future research should undertake multiple case studies to validate and/or modify the qualitative methods used in this action research to increase the validity and generalizability of the findings.

Given the large number of business families in transition, our study shows the beneficial effects action research might have on business families’ communication behavior along a change process. The findings might help other business families to understand the value of action research for such underlying challenges and decrease communication barriers.

This is one of the few studies to have addressed intergenerational communication of business families using an action research approach.