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The millennial generation: A strategic opportunity
... Millennials, generally defined as those born between 1979 and 1994 (Gorman et al., 2004;Myers and Sadaghiani, 2010), are the first digitally immersed generation, and represent a sizable world demographics, ranging from 11 per cent of the population in Japan to 18 per cent in markets such as Vietnam and South Africa and up to 31 per cent in the UAE (Euromonitor, 2015) (Table I). By 2019, millennials are the world's second largest generation (after baby boomers) in terms of the total population. ...
... We argue that the assumptions held about GVTs regarding issues faced due to the technological dependent and globally dispersed nature of the team may not apply to millennial GVTs. First, millennials are the first generation to grow up with access to computers, smartphones and all kinds of ICTs, and therefore, they may actually feel more comfortable working in a virtual environment than in a face-to-face one (Gorman et al., 2004;Myers and Sadaghiani, 2010). Furthermore, because of the increasing use of ICTs in both informal and formal contexts, millennials are more aware of and comfortable with diverse cultural practices and norms. ...
... Most of the literature that describes cultural issues of GVTs are based on samples that do not include millennials. The effects of cross-cultural differences or virtual contexts on the interactions and performance of millennials can be very different from that of prior research subjects (Gorman et al., 2004). Individuals who grew up using gadgets and ICTs can be as comfortable, if not more so, with virtual interactions as with face-to-face interactions. ...
Purpose
There is a generalized belief that cultural differences can have more negative consequences than benefits within the international business (IB) literature. This study argues that cultural differences are not perceived as constrains in millennial global virtual teams (GVTs). Additionally, using the theory of cooperation and competition and the motivated information processing perspective, the purpose of this paper is to uncover the process by which millennials working in GVTs address various challenges to ensure effective functioning and accomplishment of desired team outcomes.
Design/methodology/approach
This paper analyzes a data set of 503 project journals from the global enterprise experience, a virtual team competition. It uses qualitative content analysis tools and secondary data sources.
Findings
The authors find that for millennials, cross-cultural issues are not the predominant challenge when working in GVTs, unlike the prevailing understanding in the IB literature. This is because contrary to expectations, cross-cultural problems are often not experienced, while other team phenomena become more relevant, such as interpersonal and task-based issues. In addition, the paper describes how members of GVTs apply distinct challenge reconstruction and solution generation cognitive schemes to deal with both, expected and unexpected challenges.
Originality/value
This study contributes to the literature on virtual teams by identifying how millennials and post-millennials deal with the challenges embedded in the GVT interaction context by simplifying the unfamiliarity associated with the broader context rather than addressing each issue in isolation. Finally, the paper elaborates on factors that highlight the positive outcomes of multicultural teams while making cultural differences less salient in contemporary GVT contexts.
... However, there is considerable confusion on the exact year span which encompass the millennial generation. While Howe and Strauss (1991) defined the millennial cohort as consisting of individuals born between 1982and 2004, the ranges of 1982-2000(McCrindle, 2015), 1980-1995(Eddy et al., 2010) and 1980-2000(Farell & Hurt, 2014, etc. have also been found to apply to the millennials. A study by PricewaterhouseCoopers 1 with the University of Southern California and the London Business School has defined millennials as those born in the period 1980-1995. ...
... Therefore, instant gratification permeates practically every aspect of their lives and interactions. Skipping processes, lack of consensus in group decisions, absence of conventional courtesies and skirting on ethical issues are tolerated behaviours (Cleyle, Partridge, & Hallam, 2006;Gorman, Nelson, & Glassman, 2004;Meister & Willyerd, 2010;Sweeney, 2012;Wilson & Gerber, 2008). Millennials' capacity to assimilate and manage knowledge does not appear to be different from other generations. ...
... They demonstrate an affinity for a good work-life balance. With diversity being part of the natural environment of millennials, acceptance of diversity is demonstrated in their preference for teamwork (Myers & Sadaghiani, 2010), but the expectation is for the team environment to provide speed, convenience, flexibility and power (Connor & Shaw, 2008;Shaw & Fairhurst, 2008;Gorman et al., 2004;Twenge et al., 2010). ...
Gamification, as a technique to engage members of the millennial generation, has gained considerable traction at workplace. The purpose of this study is to provide a contextual overview of gamification as an effective mechanism aligned with the learning preferences and characteristics of the millennial cohort. The suggested framework helps organizations effectively design and incorporate learning mechanisms appropriate to new cohort entering and dominating the workforce. The insights developed are critical for learning and development professionals and instructional designers in enabling them to create effective and gamified training modules for this cohort.
... This implies that there is a need to study certain number of studies that have focused on identifying the core traits of this new generation of millennials. Gorman, Nelson, & Glassman (2004) establish that there is no consensus on the start date for this generation. The proposed dates range from 1977 through to 1982. ...
... They also refer to the interest in having "me-time", even forgetting one's friends and focusing solely on the achievement of personal goals. Gorman, Nelson, & Glassman (2004) contend that according to various studies some of the traits that distinguish millennials from Generation X are as follows: they are cleverer, they have better communication skills, and they work together while gathering information quickly and sharing it with the same efficiency. They respect diversity and multiculturalism, and they are resilient; they are comfortable in conversing and do so freely on an intellectual level. ...
... Along these same lines, what makes this generation unique is the technological expertise that enables its members to network and share information (Howe & Strauss, 2000). Furthermore, Gorman, Nelson, & Glassman (2004) categorically state that technological competence gives them a special place. They effectively and quickly use digital networks without any problem whatsoever for a whole range of different tasks. ...
The research objective is to compare the differences in self-perception of organizational pride and loyalty between millennials and generation x, considering the variables of gender and seniority. The reason for this study is the importance of millennials’ influence in the business sector, and the effect it is having in terms of turnover toward companies. The study was conducted on 432 employees working in a cluster of companies located in northeastern Mexico. For statistical purposes, an analysis of variance (ANOVA) was performed on the different groups compared. Based on the findings, there is a generational difference in terms of organizational loyalty between male millennials and generation × males, when both have recently joined their respective organizations. The differences withdraw when both groups have stayed more than 3 years at their organization. On the other hand, there are no variances between millennial men and millennial women, independently if they just arrived to the organization or have more than 3 years tenure working for their company. This reaffirms the existing similarities amongst millennials, specifically in the way this generation thinks about organizational culture, where there is no gender distinction.
... This research is relevant, since, in addition to providing empirical evidence on the behaviour of millennials as support for human resource management in their current and future permanence in companies (Gorman et al. 2004;Hebles et al. 2022), changes generated by the COVID-19 pandemic are making I4.0 technologies more important in the job performance of workers (Narayanamurthy and Tortorella 2021;Hebles et al. 2022). Therefore, this study highlights new contributions to the knowledge and technical skills that enhance the intellectual capital of employees. ...
... This research provides scientific value in the knowledge of millennials as a support for human resource management so that organizations are bearers of lasting competitive advantages over time. Since ICTs are a substantial part of the professional development of millennials, they can be used to improve organizational performance and maximize productivity (Gorman et al. 2004;Hebles et al. 2022). ...
Despite recent interest in Industry 4.0, little is known about the relationship between job involvement and job performance of millennial workers in companies. The present study addresses this knowledge gap by exploring the mediation of the adoption of Industry 4.0 technologies (IND) between job involvement (INV) and job performance (PRF). Data was collected from 241 employees of large Canadian companies. The structural equation model was used to test the mediation effect of IND and the relationship between INV and PRF. Results based on this model (SEM) revealed differences by gender. It was found that in men, INV was positively related to PRF and that in women, INV was positively related to IND, although it was also evident that millennial employees showed egalitarian gender attitudes by strongly perceiving IND positively with PRF. Furthermore, IND fully measured the relationship between INV and PRF in manufacturing firms but not in service firms. Years of work experience was also found to affect the mediation effect of IND between INV and PRF, while it was not significant for education level. This study also highlights demographic criteria such as the age, income, and status of millennial employees. Implications of these findings are discussed, and useful insights are provided on new I4.0 approaches that improve industrial processes. This research contributes to developing the Theory of Planned Behaviour and proposes that managers use current continuous improvement approaches, human-centred and consistent with new I4.0 technologies.
... Therefore instant gratification permeates practically every aspect of their lives and interactions. Skipping processes, lack of consensus in group decisions, absence of conventional courtesies, and skirting on ethical issues are tolerated behaviors (Cleyle, Partridge, & Hallam, 2006;Gorman, Nelson, & Glassman, 2004;Meister & Willyerd, 2010;Sweeney, 2012;Wilson & Gerber, 2008). ...
... They demonstrate an affinity for a good work life balance. With diversity being part of the natural environment of millennials, acceptance of diversity is demonstrated in their preference for teamwork (Myers & Sadaghiani, 2010), but the expectation is for the team environment to provide speed, convenience, flexibility and power (Connor, Shaw, &Fairhurst, 2008;Gorman, Nelson, & Glassman, 2004 ;Skiba & Barton, 2006;Sweeney, 2012;Twenge, Campbell, Hoffman, & Lance, 2010). ...
This research paper attempts to link the millennial behavior and attitudes with the appropriate learning styles based on adult learning theories. Insights into the preferences and behaviors of this cohort will enable learning and development professionals to craft the learning style inventory effective for millennials. This understanding will help curate better content and harness the potential of the millennials in the workforce.
... The overall workforce is declining because of the retiring baby boomers generation (Bureau of Labor Statistics (2015) and the composition of the workforce is shifting further by the upcoming generation of millennials (born between 1980-1998) (Brack, 2012;Gorman, Nelson, & Glassman, 2004). As each generation grows up with different standards, it is said that such shifts (especially for the tech-savvy millennials) will reshape the world of work and that companies must understand and support workers' needs to attract and retain talent (CoreNet Global, 2015;Harvard Business Review, 2013). ...
... Plus, the way millennials use communication networks and easily gain knowledge brings more and innovative opportunities to the company (Brack, 2012;Johnson Controls, 2010). Since employees are the organisation's most important asset, companies are striving to get the most out of this asset (Gorman et al., 2004;Rothe et al., 2012). ...
Nowadays, employees are seen as key assets of knowledge organisations who increasingly struggle to attract the best potential talent from a declining workforce. The office environment is considered to be an important way to support the needs of the newest generation-the millennials-and thus attract and retain them. This study therefore aimed to create more evidence-based insights for Corporate Real Estate Managers (CREM) in how to support specific workplace needs of millennials. The three most important workplace needs of millennials were first identified as sociability with colleagues, opportunity to grow and work-life balance, followed by analyses of how the physical workplace is expected to best support them. Next, hypotheses were developed and tested on differences between millennials and other generations on these needs and the perceived workplace support. A survey among 302 Dutch office employees from 3 generations provided the necessary data, which were tested with bivariate correlation and ANOVA analysis. Findings indicate that millennials attach more value to the need for coaching and professional growth and less value to the balance between leisure and work than generation X does. Regarding physical workplace aspects, in total thirteen unique physical workplace aspects were identified as perceived support for workplace needs. Again millennials differed from generation X, as they found accessibility of colleagues and informal work areas/break-out zones more important in support of their need for sociability with colleagues. The oldest generation of Baby boomers found IT-services for social networking more important than millennials. Regarding the opportunity to grow, baby boomers also perceived audiovisual equipment to be more important than the tech savvy millennials. Also unexpected, millennials find the ability to personalise their workstation more important than older employees to support their work-life balance. Future studies should further clarify support of needs of different generations and how CREM can create an office environment that accommodates and supports all.
... The overall workforce is declining because of the retiring baby boomers generation (Bureau of Labor Statistics (2015) and the composition of the workforce is shifting further by the upcoming generation of millennials (born between 1980-1998) (Brack, 2012;Gorman, Nelson, & Glassman, 2004). As each generation grows up with different standards, it is said that such shifts (especially for the tech-savvy millennials) will reshape the world of work and that companies must understand and support workers' needs to attract and retain talent (CoreNet Global, 2015;Harvard Business Review, 2013). ...
... Plus, the way millennials use communication networks and easily gain knowledge brings more and innovative opportunities to the company (Brack, 2012;Johnson Controls, 2010). Since employees are the organisation's most important asset, companies are striving to get the most out of this asset (Gorman et al., 2004;Rothe et al., 2012). ...
... The present study has gone a step further and identified different levels of passion within an already ethically conscious consumer base, in line with suggestions by other researchers for increasingly segmented studies because ethical consumers are not all the same (Bucic et al., 2012;Gorman et al., 2004). ...
Ethical consumerism is one of this century’s retail success stories and has continued to grow despite the global pandemic and economic contraction. Consumers worldwide are increasingly putting their money where their values are in purchases of food and drink, clothing, housing, and financial and other services. Understanding these consumers is key to competing successfully in markets for ethically sourced products and presents opportunities for reducing poverty in developing countries where food and agricultural production is the dominant economic activity, such as small island developing states (SIDS) in the Pacific. While ethical consumerism is an expanding research field, findings rarely are analysed in detail for market development. Rarer still is segmentation in terms of product attributes aimed explicitly at poverty reduction in slow-growth, emerging economies like those of the Pacific. Here we report a latent class cluster analysis of survey responses by ethically conscious Australian consumers ( n = 637) associated with Oxfam, the development charity. Four distinct consumer segments were identified with implications for Pacific producers. Product origin and ‘the story behind the product’ were particularly important to these consumers. The findings provide practical insights to agricultural stakeholders in the Pacific and those similarly situated around the globe that are in need of new economic opportunities.
... The Millennials are loyal to institutions that offer lower fees, a good customer service and suitable product (Perry ,2015).) It is apparent that millennials are concerned about ethical matters (Gorman et al. 2004). It is noted that ethical awareness is more in new generations ((Eisingerich et al., 2011;Freestone and Goldrick, 2008;Twenge et al., 2012) They are interested in ethical issues (Smith, 2011 As per the Deloitte Global millennial survey (2019) ,42% of millennials said they have begun or deepened a business relationship because they perceive a company's products or services to have a positive impact on society and/or the environment, and 36 percent started/deepened a relationship because they believed a company was ethical. ...
Banks are one of the main contributors of economic growth. Whilst carrying their role as a catalyst of economic growth, banks may cause indirect damage to the environment and neglect part of the society. In the process they evade themselves from the socio- environmental responsibilities. In search of sustainable development through banking requires a new form of banking. The alternative source of banking has emerged to address these issues of environmental and societal sustainability. The new criteria for a knowledgeable shareholder/customer planning for investments/relationships with a bank would be the objective of the bank for environmental and societal sustainability. Banks are moving from profit centered banking to socio-environment centered banking. The ultimate objective is to achieve not only economic gains but societal and environmental gains as well. Hence; a form of banking based on values emerged and are called Ethical Banks. These banks promote ethical and responsible behaviors among their stakeholders. Ethical Banks like any other conventional Bank engages in whole gamut of banking operations. It operates with more transparency. Ethical Banking has many sustainable criteria, Responsible Investments, Values based Banking, Financial Inclusion, Environmental Sustainability and Sustainable Economic Gains. Ethical Banking is gaining popularity especially among the western part of the world. As the world is heading towards sustainability, Ethical banking is the most suitable banking model for the future. The subject of Ethical Banking is new to this part of the world. Therefore, many researches on this subject were done in the western world. Very few researches are available in Asian context. The purpose of this paper is to examine whether Ethical banking would be the future of banking through a literature review. The study is a desk research in the form of a literature review based on literature published between 1989-2019. The significance of the study is to find out whether Ethical Banking could contribute to socio-environmentally sustainable growth as the future of banking. Based on the literature reviewed, it can be concluded that Ethical banking could be the future of Baking for a sustainable world. Keywords: Ethical Banking, Value Based Banking, Financial Inclusion, Sustainable Development Environmental Sustainability
... Therefore instant gratification permeates practically every aspect of their lives and interactions. Skipping processes, lack of consensus in group decisions, absence of conventional courtesies, and skirting on ethical issues are tolerated behaviors (Cleyle, Partridge, & Hallam, 2006;Gorman, Nelson, & Glassman, 2004;Meister & Willyerd, 2010;Sweeney, 2012;Wilson & Gerber, 2008). ...
This research paper provides an analysis of the development of Bankruptcy and Insolvency laws in the post-independence period in India. Evolution of the regulatory framework and significant changes in regulations are temporally analysed in the context of political realities. The paper identifies critical shortcomings in individual laws and discusses the lack of harmonisation. The role of a weak framework for insolvency and bankruptcy in promoting a bank- oriented economy is discussed. The paper summarizes,using empirical data, the impact of inefficient and inadequate insolvency framework on resolution timelines and recovery rate. Author analyses the recently passed Insolvency and Bankruptcy Bill and concludesthat the Bill in its current form encourages liquidation at the cost of financial restructuring. An opinion is expressed that the Bill fails to provide adequate representation to all stakeholders. The paper highlights a lack of clarity in the Bill regarding appointment of executants. Certain other lacunae in the Bill impeding its overall effectiveness are also identified. The author draws upon cross-country experiences to suggest remedial measures that address impediments in the successful implementation of the Bill.
... There have been requirements to study generational differences in organisations (Callanan and Greenhaus, 2008). Specifically, the question asked is -how organisations most effectively use generational differences for strategic advantage (Gorman et al., 2004). The findings of the study also offer important insight about the similarities and differences among the three generations in today's workforce that can help organisational practitioners make important decisions about human resource policies. ...
... Teknologi-teknologi baru telah membentuk pandangan dan interaksi generasi Y dengan dunia sejak usia sangat dini (Constantine, 2010). Generasi Y umumnya memanfaatkan jaringan digital yang diciptakan internet untuk bekerja secara bersama-sama dan dengan cepat mengumpulkan dan membagi informasi (Gorman, P., Nelson, T., & Glassman, 2004). ...
p>Penelitian ini bertujuan untuk mengetahui proses pembentukan citra diri dan kredibilitas fashion blogger untuk menciptakan penampilan ideal. Penelitian ini merupakan penelitian kualitatif dengan pendekatan fenomenologi. Subjek penelitian ditentukan berdasarkan kriteria yang telah ditetapkan peneliti sebanyak satu (1) orang fashion blogger berbasis di kota Medan sebagai informan kunci serta dua (2) orang informan pendukung yang mengenal informan kunci. Teori yang digunakan dalam penelitian ini adalah teori New Media dan teori Interaksionisme Simbolik yang ditambahkan dengan konsep citra, kredibilitas, remaja, fashion, dan penampilan ideal. Metode pengumpulan data dilakukan dengan mengobservasi blog dan akun media sosial lainnya yang dikelola informan kunci, wawancara mendalam dengan informan kunci dan informan pendukung serta studi pustaka. Analisis data dilakukan dengan pengkodean data, penyajian data dan penarikan kesimpulan. Hasil penelitian menunjukkan pembentukan citra diri dan kredibilitas untuk menciptakan
penampilan ideal yang dilakukan fashion blogger tidak selalu dilakukan secara sadar dan terencana. Citra seorang fashion blogger terbentuk melalui proses komunikasi pesan yang secara konsisten difokuskan pada bidang fashion baik secara verbal maupun nonverbal. Kredibilitas akan muncul dengan sendirinya ketika fashion blogger menorehkan prestasi di kompetisi di bidang fashion. Tingkat kredibilitas juga terlihat dari jumlah follower di media sosial dan jumlah endorsement yang diterima fashion blogger . Fashion blogger pada kenyataannya tidak serta-merta merubah standar penampilan ideal follower , tetapi fashion blogger mampu memberikan alternatif berpenampilan dan membantu follower menerima dan bangga terhadap keunikan masing-masing. </p
... Specifically, journalists from the millennial generation are familiar with digital communication technology in their life (Gorman et al., 2004), and they are also known as multitaskers or gamers (Sweeney, 2005). Technology disrupts the media business and gives rise to other new media (Coll, 2016). ...
This study aims to analyze the journalism and digital media practice that resulted in the digital fetishism trend in Indonesian millennial journalists before and during the COVID-19 pandemic. This research adopts the qualitative approach by a case study with in-depth interviews with eight journalists from reputable print and online media and participatory observations which focus on eight journalists’ social media accounts. This research finds that digital media has become a part that cannot be separated from millennial journalists. Dependence on digital media forms a digital fetishism. This research shows that millennial journalists remain disadvantaged and tend to be exploited. Journalists also have the status of digital labor. Digital fetishism has become an ideology and identity which shackles millennial journalists. This study suggests that many opportunities can still be developed by gaining a sustainable future by prioritizing innovation, professionalism, independence, and inclusion.
... Extant studies categorised millennial attributes into three main groups: "millennials and technology", "millennials and institutions" and "millennials and meaningful work" (Gerard, 2019). Millennials consider technology as part of their daily life (Gorman et al., 2004;Hershatter and Epstein, 2010;Prensky, 2012) and are comfortable with using mobile applications and technologies, real-time media and communications (Shaw and Fairhurst, 2008). Millennial managers as strategic leaders are innovative and assist to determine the strategic direction of their organisations (Nwachukwu and Vu, 2020). ...
Purpose
Millennials’ perception of work, personal and family life is different from other generations. Building on studies on workforce generations, this paper aims to uncover not only the effect of work-to-family conflict (WFC) and family satisfaction (FS) on millennial managers engagement but also the moderating effect of (gender and marital status) in predicting engagement.
Design/methodology/approach
This paper used a survey to collect data from managers of selected companies in Nigeria. In total, 127 questionnaires were analysed using the partial least square structural equation modelling method.
Findings
Results reveal that the relationship between WFC, FS and millennial managers’ engagement is direct and significant. Besides, the effect of WFC on engagement is stronger in men and for married. The effect of FS on engagement is greater for women than men and for married.
Practical implications
This study informs the research community as well as practitioners and affirms the importance of supportive work-to-family life and FS in fostering millennial managers’ engagement with their organisations.
Originality/value
This study is among the initial attempts to evaluate the impact of WFC and FS on engagement among millennial managers, especially in Africa, Nigeria in particular. The results identify millennial managers’ unique perspectives towards engagement and how gender and marital status may enhance engagement. With millennials fast attaining leadership roles, such knowledge is important.
... Las etiquetas generacionales que han trascendido en el tiempo, de alguna forma han sido causantes de variantes en el comportamiento y las relaciones entre individuos (Gorman et al. 2004;Stankiewicz y Łychmus 2017;Stevanin et al. 2018). Zhou et al. (2018) sugirieron un fuerte cambio intergeneracional del colectivismo hacia el individualismo en China, que fue previamente analizado por Moore (2005), quien encontró que uno de los cambios más destacados es un nuevo tipo de individualismo debido a un nuevo término asociado con el ku. 1 También, por ejemplo, los millennials bielorrusos tienden al individualismo, centrados en su propia carrera y bienestar, que aunque valoran mucho a la familia, prefieren las relaciones personales sin deberes y responsabilidades morales (Grishchenko y Titarenko 2019). ...
Esta investigación buscó identificar si las culturas colectivistas pueden presentar tendencias individualistas según los cambios generacionales. Mediante encuestas personales se aplicó el instrumento VSM08 a una muestra de 390 millennials ecuatorianos y se utilizó la prueba de Kolmogorov-Smirnov, U de Mann-Whitney, Kruskal-Wallis y chi cuadrado de Pearson. Se evidenció que pueden existir cambios culturales en países colectivistas. Además, se encontró que existen diferencias entre hombres y mujeres de acuerdo con su edad y sector de ubicación. Los hombres y las mujeres más jóvenes son más individualistas y los hombres son menos individualistas en función al sector donde residen. Finalmente, se prueba que el IDV es un indicador válido a pesar de los cambios culturales.
... Ultimately people, a repository of knowledge and skills, are the most valuable and necessary asset for any firm to compete and generate competitive advantage (Barney & Wright, 1998;Gorman, Nelson, & Glassman, 2004;Lopez-Cabrales, Valle, & Herrero, 2006;Shee & Pathak, 2005;Wright, McMahan, & McWilliams, 1994). Strategically speaking, a firm may have a great strategic plan in place, yet it means nothing if its people lack access to appropriate and relevant knowledge, skills, and attitudes to successfully support or carry out the strategic plan. ...
... Millennials are more than three times the size of the previous Generation X (Valentine & Powers, 2013, p. 597), their influence in business management and marketing being enormous. Millennialsrepresent a real force to shape social and economic dynamics, being the first generation accustomed from childhood with digital communication devices, reflecting a rich experience with internet communication (Gorman et al., 2004). Public cyberspace and use of information are pillars for Millennials' behavior, and they expect nonstop interaction with their peers, developing new standards for social networking, especially the online social interaction (Howe & Strauss, 2007;Nusair et al., 2013). ...
Digitisation is a constant of contemporary life. The generation most accustomed to using online resources and electronic devices is that of Millennials.Considered a rebel generation, Millennials have strong believes and values, are deeply connected to their peers and to the world, and also, important users of electronic devices and online sources for entertainment purposes. Although considered a labor industry, tourism is increasingly adapting to the new trends of the activity’s digitisationThe paper presents two types of researches. The first one aims to emphasize Millennials’ habits in the tourism consumption. In this respect, the results of a qualitative research were presented. The second objective highlights which are the most famous museums in Romania and evaluates the 11 selected museums based on specific criteria on their digitisation progress. At the same time, the 11 museums were assessed based on the number of reviews and the average scores recorded on Google and TripAdvisor platforms. The results obtained show a little interest of the millennial consumers in applying digital techniques for visiting tourist attractions, mainly museums. They majority considers virtual visits as temporary habits, and only as a consequence of crisis situations. On the other hand, the process of Romanian museums’ digitisation is in progress, managerial transformations being valuable. The main contribution of the paper consists in the x-ray performed on the digitisation process of the Romanian museums.
... There have been requirements to study generational differences in organisations (Callanan and Greenhaus, 2008). Specifically, the question asked is -how organisations most effectively use generational differences for strategic advantage (Gorman et al., 2004). The findings of the study also offer important insight about the similarities and differences among the three generations in today's workforce that can help organisational practitioners make important decisions about human resource policies. ...
... Informant 7 stated that younger customers were more likely to bring the subject up. This could be supported by research claiming that millennials attach significance to ethical sourcing (Gustin and Ha, 2014;Schubert et al., 2010;Gorman et al., 2004). ...
Supply chain transparency is central to sustainable business operations, and consumers are more proactively seeking out socially responsible goods and services. At the same time, the diamond industry has traditionally been opaque. The perception of blood diamonds continues to be a challenge to the industry. The purpose of this paper is to explore the importance and perspectives of supply chain transparency of diamond retailers in the UAE and their perceptions of the importance of transparency and ethical sourcing for consumer diamond purchasing decisions. The research findings suggest that retailers currently perceive the consumers to be indifferent or unaware of the complexity of transparency in the diamond supply chain. However, some consumers did inquire about the origin. Additionally, as they are at the end of the supply chain retailers do not have the means to guarantee that diamonds are ethically sourced.
... While the members' skills are evidenced to be critical for VTs (D'Souza and Colarelli, 2010;Graham et al., 2016), the generational impact is also hypothesized to be relevant for VTs' performance (Gilson et al., 2015). The younger generations that "grow up" with computers (Gorman et al., 2004) are better skilled for computer mediated communication and thus, might face less challenges in VTs. As stated by a McKinsey report, generation Z (born from 1995 to 2010) is "the first generation of true digital natives" (Francis and Hoefel, 2018), comfortable with integrating virtual and offline experiences (Burton et al., 2019), social networks, but also open to dialogue for solving conflicts. ...
Purpose
Building on the complex adaptive systems (CAS) framework, this paper aims to investigate the detrimental effect of virtual teams’ (VTs) challenges and the upholding role of trust on the members’ ratings of VTs’ performance. Also, the study examines the mediating role of the preferences for VTs and investigates the moderating function of the openness to experience personality trait on the relationship between challenges, trust and preference for VTs.
Design/methodology/approach
Cross-sectional survey data were collected from a sample of 498 university students in Romania and path analysis was used for data analysis.
Findings
The results show evidence of the harmful effect of VTs’ challenges on members’ ratings of VTs’ performance and reveal that trust boosts members’ ratings of VTs’ performance. The findings highlight the mediating role of members’ preference for VTs and show evidence that the openness to experience personality trait strengthens the negative effect of the challenges on members’ preference for VTs.
Research limitations/implications
Given the cross-sectional design of the study, inferences regarding the causal relationship between the variables cannot be made, and further longitudinal research is called for.
Originality/value
The study builds on the CAS framework and addresses the call for research to explore the variables that might contribute or impede VTs’ performance.
... Researchers identified, among others, the "Net Generation" 1 , the "Millennials" 2,3,4 or "Me Generation" 5,6 , depending on the main characteristics used to define the generational group. Among these, the Millennials attracted a significant body of research that extended from general characteristics 7,8 , to learning 4 and to work related issues and strategies 9,10 . ...
... millennials) enter the workplace, many of the previous difficulties lose importance (Gilson et al.) [75]. As Gorman and his colleagues state [76], millennials have the ''ability to effectively use networked digital communication technologies to perform a wide variety of tasks quickly and smoothly''. Indeed, younger generations might see working in virtual teams as commonplace and working in a faceto-face environment as the exception. ...
Modern developments in technology have changed the way we socialize, communicate and work. Globalization, Information and Communication Technologies, digital culture and the increase in the amount of technology available for online communication mean that more organizations are implementing virtual teams. The growth in the use of virtual teams in organizations has incited researchers to investigate the different aspects, factors and challenges of these teams. This article uses a systematic literature review and a bibliometric analysis of virtual teams to identify the most relevant articles on the subject. These articles are then thoroughly reviewed and finally, a summary is made of all the research published over a five-year period. The systematic review of literature proposed by Ramey and Rao [1] and enhanced by Pulsiri and Thesenvitz [2] was used to examine the Scopus and Web of Science databases to identify the theories, research problems, research methodologies and results of 2354 studies on virtual teams published between 2015 and 2019. The main topics of the existing research in the field are reviewed, and the main limitations, problems and existing gaps in research are presented. INDEX TERMS Systematic literature review, bibliometric analysis, COVID-19, thematic analysis, virtual teams.
... To succeed and entirely exploit the exclusive aptitudes of Gen Y, they are required to be alert on their policies and rules (Gursoy et al. 2008). However, they have admirable traits from the perspective of organizations, including the diversity orientation compared to past generations, high capabilities in advanced communication and information technology, ability to identify problems and really comfortable to work as teams than past generations (Howe & Strauss 2000;Gorman et al. 2004;Tapscott 1998;Zemke et al. 2000). ...
Managing a multi-generation workforce today is becoming endlessly challenging, basically due to their different work related behaviors. In the recent literature, it is reported that further investigations are required for three work related behaviors of generations; work engagement, career development and teamwork, in banks, especially in developing countries. As a leading development bank in Sri Lanka, XYZ is unique in its multi-generation workforce consist of 2347 permanent employees as at 31st July 2019 across the county. In the context, a gap is identified for such a study among two major generations; Gen X and Gen Y. Hence, bridging the gap in the context, and adding further evidence to the extant literature, this study was carried out as a cross-sectional, quantitative, field study among a sample of 350 Gen X and Gen Y professionals, randomly selected from XYZ Bank. Primary data were collected based on a standard measurement scale, through an offline questionnaire survey. Descriptive statistics and the Independent Sample t-test were used to analyze data and coming to conclusions with the aid of SPSS software. There is no significant difference found among Gen X and Gen Y professionals at XYZ Bank in terms of those three work related behaviors; work engagement, career development and teamwork. Further, the importance of a strong corporate culture is emphasized in which generational differences are neutralized up to a significant extent. Hence, it is recommended that the XYZ Bank does customize its people management policies and practices based on the needs and the dynamics of its corporate culture.
... Cabe resaltar la importancia de las capacitaciones para los Millennials debido a que las organizaciones replantean estrategias para retención de sus empleados y en específico de una generación que aporta soluciones a la hora de tomar decisiones, los jóvenes de esta generación están enfocados a recibir un adiestramiento e incluso un 46% de ellos señala que carece de la formación necesaria para salir adelante en sus puestos de trabajo o en su carrera y que una de las cosas que más les agobiaba era la capacitación y el desarrollo de habilidades para competir a largo plazo (Gorman, 2004), por lo tanto las empresas necesitan retener talento especializado y capacitado para así optimizar procesos en los cuales los Millennials no trabajen únicamente por ganar un sueldo o un reconocimiento monetario sino que también se pueda incentivar con adquirir conocimientos y habilidades para un crecimiento profesional y personal. ...
... For instance, in a study of millennial users' feedback on TripAdvisor, Saura et al. [36] found that the behavior of the users can be understood through the study of their generated content. Owing to these UGC approaches, the companies can now understand the level of their consumers' satisfaction with the products or services these companies offer [33,37]. For their part, Sandfort and Haworth [14] have deepened the understanding of millennials through the content generated in SNS to determine the personality traits of users and their degree of emotional intelligence. ...
: The millennial generation plays a leading role in today’s connected world in which exists a confluence of numerous technologies and the internet in science, economy and innovation. This study aimed to identify the key factors that characterize the millennial generation within the online chatter on Twitter using an innovative approach. To this end, we analyzed the user generated content (UGC) in the social network (SNS) Twitter using a three-steps knowledge-based method for information management. In order to develop this method, we first used latent Dirichlet allocation (LDA), a state-of-the-art thematic modeling tool that works with Python, to analyze topics in our database. The data were collected by extracting tweets with the hashtag #Millennial, #Millennials and #MillennialGeneration on Twitter (n = 35,401 tweets). Secondly, sentiment analysis with a support vector machine (SVM) algorithm was also developed using machine-learning. Applying this method to the LDA results resulted in the categorization of the topics into those that contained negative, positive and neutral sentiments. Thirdly, in order to gather the final results, data text mining techniques were used. The negative factors that characterize the behavior of this generation are depression, loneliness and real-world relationship. The positive factors are body image, self-expression, travelers and digital life and the neutral factors are self-identity and anxiety. Practical implications can be used by public actors, companies or policy makers that are focused on the millennial generation as a target. The study has important theoretical applications as the topics discovered can be used to test quantitative models based on the findings and insights extracted from the UGC sample.
... The terms are also different some people use the term Digital Generation Tapscott in Gorman et al. who was born between 1976-2000. Then Zemkel in Gorman refer to the millennial generation with the term Nexters who were born in 1980-1999 [3]. Oblinger mentions the millennial generation with the term Generation Y / NetGen, who were born between 1981-1995 [4]. ...
... Apart from the negative views of millennial generation, there are positive views that this generation has the ability with communication and technology, the ability to see problems and opportunities from a new perspective, and more comfortable working in teams (Myers and Sadaghiani, 2010; Howe and Strauss 2000; Gorman et al., 2004). ...
Since massive retirement occurs at this telecommunication company, it caused millennial employees to replace positions or positions previously occupied by generation X.
This resulted in generation Y dominating the workforce and providing challenges for the company. On the other hand, the phenomenon that often occurs in millennials is a lack of commitment and not easily satisfied. Based from this phenomenon, this study examines the effect of individual factors (proactive personality & performance goal orientation) and situational factors (organizational learning culture & leader-member exchange) on career satisfaction and affective commitment among generation Y employees in telecommunication company. This study uses a quantitative approach and the data collection techniques used are by distributing questionnaires. The population of this study are 123 employees from generation Y employees. The technique of determining the sample in this study is purposive sampling and the data testing techniques were using PLS. The results of this study indicate that situational factors (organizational learning culture & leader-member exchange) have a significant positive influences on career satisfaction and affective commitment. Meanwhile, the individual factors (proactive personality and performance goal orientation) have only a significant positive influences on career satisfaction. But on affective commitment, only proactive personality has a significant positive influence. Whereas the performance goal orientation does not significantly influence on affective commitment. This study also prove that there is a positive and significant influence between career satisfaction and affective commitment among generation Y employees in telecommunication company.
... Birth years of this age group range approximately from the late 1970s to 2000 (Schewe and Noble 2000). These young consumers are more likely to be concerned about the environment and their opinions about social and environmental issues affect their parents' purchasing decisions (Coddington 1993;Gorman et al. 2004). Thus, it would be important to examine organic cotton apparel consumption among this consumer segment. ...
Abstract The purpose of this research is to examine the relationships between objective knowledge, subjective knowledge, and prior experience of organic cotton apparel and their effects on purchase behaviors. The sample of the present study consisted of Millennial consumers living in the United States. Multiple regression and cluster analysis were used to assess the relationship among variables. Objective and subjective knowledge related to organic cotton apparel had a weak relationship suggesting they are distinct measures of knowledge. Direct experience, indirect experience, and education level were significant predictors of subjective knowledge, however, they had insignificant effects on objective knowledge. Furthermore, consumers who are willing to pay more for organic cotton and willing to search actively for organic cotton apparel displayed a higher level of subjective knowledge and had more experience with the product. Objective knowledge was found to have a limited relationship with pro-environmental behaviors. The current study examined distinct types of knowledge associated with organic cotton apparel and their relationship to pro-environmental behaviors which provides a sound basis for better understanding consumers’ organic apparel purchase. It is widely accepted that product knowledge affects consumer behaviors, however, how product knowledge is measured varies extensively across consumer research. The findings offer a valid explanation for the contradictory findings in previous research in terms of the effect of product knowledge on purchase behaviors.
... Although Generation Y has been the focus of much discussion in many different fields (e.g., marketing, economics, and conservation), as already noted, consensus is lacking on the birth dates that apply, ranging from as early as 1977 to as late as 2002 (Barton, 2012;Gorman et al., 2004;Leask et al., 2013;Pennington-Gray & Blair, 2010a). Generation Y (along with Generation X) is principally the children of the Baby Boomer generation, representing approximately one quarter of the world's population (Leask et al., 2013). ...
Over the past two decades, there has been anecdotal reporting of declines in young people’s engagement with natural environments. This article focuses on Generation Y, also commonly referred to as the Millennials. Through a scoping study of published research to 2017, we explore how Generation Y experiences, views, and is influenced by natural areas of high conservation value. A key finding is that the body of empirical and theoretical research that has examined Generation Y’s engagement with national parks and protected areas is very small. Four distinct topic areas emerged: “generational differences,” “outdoor recreation and well-being,” “environmental responsibility,” and “visitor trends.” Findings suggest that Generation Y may differ from other generations, including how they value well-being and their perceptions of environmental responsibility. The article explores the implications for how protected area agencies promote, create, and manage experiences.
... Por tanto, no es de extrañar que las corporaciones informáticas más importantes del mundo consideren a la Generación Y como uno de los capitales intelectuales que más les originan ventajas competitivas de naturaleza sostenible (Gibson and Sodeman, 2014). En línea con estas teorías Gursoy, Maier and Chi (2008), Gorman, Nelson and Glassman, (2004) y Tapscott (1998), demuestran que la facilidad que tienen los nativos digitales en el uso de las nuevas tecnologías, permite a las empresas una mejor optimización en la eficiencia de los procesos operativos y productivos, de cada uno de sus departamentos. En esto también influye que las compañías posean líderes que impulsen la integración de los millennials en la vida diaria de las organizaciones, a través de una cultura corporativa basada en el compromiso de la fuerza laboral y en el desarrollo interno de recursos intangibles, como lo son pensamiento crítico, la afectación colectiva, el engagement, la familiaridad, la confianza, etc. (Stewart et al., 2017;Hall, 2016;Ozcelik, 2015;Barnes, 2009). ...
The main aim of this research is to analyze the degree of happiness in the Spanish and especially in Millennials. Particularly, demographic and socioeconomic variables influence in the levels of happiness are contrasted through the analysis of the data offered by the barometers of the Center for Sociological Research (CIS) in 2017, with a sample of 2,494 individuals. Among the main conclusions highlights that age and educational level do not influence the happiness of the Millennias. On the contrary, gender and labor situation men, as well as Millennials who work.
... Millennials and technology. Arguably the most definitive feature of millennials, and what sets them apart from older generations, is their intimacy and facility with technology (Gorman et al., 2004;Hershatter and Epstein, 2010). Having come of age not just with the internet but with myriad internet-enabled mobile devices, millennials largely take technology for granted as part of the fabric of everyday life (Prensky, 2012). ...
Purpose: While considerable scholarly attention has been given to “millennials” (those born between 1981
and 1997), little is known of this generation’s ability to influence healthcare organizations and managerial
roles in particular. This paper aims to clarify why millennials enter the healthcare management field and how
their motivations correlate with preferences for working in various healthcare sectors and with various
patient populations.
Design/methodology/approach: Survey data were collected from 107 millennials pursuing bachelor
degrees in healthcare management by using a modified version of the multidimensional work motivation
scale. Further data were collected on millennials’ preferences for working in various healthcare sectors and
with various patient populations. Correlational analyses were conducted to examine the relationship between
types of motivation and workplace preferences. Cross-cultural differences were also examined within this
generational set.
Findings: Results indicate a significant positive relationship between intrinsic motivation and
preferences for working on the payer side of the industry and within finance and IT functions. Findings
also reveal a significant positive relationship between prosocial motivation and preferences for working
with more vulnerable patient populations. Variance in work motivation among cultural sub-sets of
millennials suggests different upbringings, or alternatively, cultural relativity of the motivational
constructs themselves.
Research limitations/implications: Despite offering key insights into the next generation of
healthcare managers, this study is limited by a sample of millennials from one large, metropolitan university
in the USA and thus may not represent the views of all millennials.
Practical implications: To select, retain and develop the next generation of healthcare managers, it is
incumbent upon organizations to better understanding millennials’ motivations and preferences.
Originality/value: This study is the first of its kind to illuminate the motivations and preferences that
underpin a key and growing segment of the healthcare workforce. Millennials, now the largest and most
diverse generation on the planet, are poised to change the landscape of health care.
... Despite the importance of technology in millennials' lives, there is little sociological research on using technology to specifically recruit millennials for research studies. Much of the existing literature comes from economics or business and marketing (see, e.g., Ehrhard, Mayer, & Ziegert, 2010;Gorman, Nelson, & Glassman, 2004;Reisenwitz & Iyer, 2009). This literature is usually concerned with marketing to millennials (Smith, 2012) or millennials' approach to labor and the workplace (Myers & Sadaghiani, 2010;Twenge & Campbell, 2012). ...
While some research has explored the use of Craigslist or other digital technologies to recruit research participants, little social science research has reflected on how digital technologies and Internet websites might be useful specifically for recruiting millennials. In this article, I discuss attempts to recruit millennial study participants through both digital and nondigital methods. Based on these attempts, I come to the conclusion that because U.S. millennials’ social worlds are increasingly intertwined with digital technologies, this group of young people search for a range of opportunities and experiences primarily using digital means. Therefore, in order to recruit millennial participants in the United States most successfully, social researchers should consider using digital technologies.
... Several studies portrays the positive personality treats that Millennials exhibit, especially from the organizations' perspectives. Howe and Strauss (2000), Gorman et al. (2004), Tapscott (1998), andZemke et al. (2000) suggest that Millennials are more "accepting of diversity than were past generations, have capabilities with advanced communication and information technologies, have the ability to see problems and opportunities from fresh perspectives, and are more comfortable working in teams than were past generations." ...
In today’s fast-paced and uncertain business landscape, coping with technology developments, increased demand for innovative products and competitive shifts require top management teams (TMTs) to respond to these challenges with increasingly higher levels of agility. Given the recent rise of ICT in business communication, in this conceptual paper we build on the attention-based view of the firm to shed light on the impact of ICT in shaping TMT agility. We discuss how ICT can either enhance or impair TMT agility, and identify TMT- and firm-level contingencies that boost the interplay between the two concepts.KeywordsTMT agilityInformation technologyCommunication technologiesDecision-making
Gen Y, which is often referred to as Generation Millennials, will soon dominate the composition of the world of work and business in Indonesia. This millennial generation has a significant difference with previous generations, especially about what influences are the basis of their purchasing decisions. The researcher specifically examined how this millennial generation decided to join as a BCA Priority customer, what factors influenced their decision. The researcher used the Qualitative research method with a phenomenological narrative approach. The reason for choosing this method is so that researchers can interact directly with the speakers, dig deeper so that they get a more comprehensive picture of them. There were 8 speakers in this study which were divided into 4 groups, namely 1. Parents and Children of Priority customers, 2. Parents of Priority customers, Children not Priority customers, 3. Parents not BCA customers, Priority customer Children,4. Parents and Children are not Priority customers, but are included in the Priority criteria. The results of this study indicate that millennial generation purchasing decisions are influenced by many factors that can be grouped into 2 things: factors that have been experienced, felt and fulfilled their needs, namely ease of transactions, privileges, special prices, business networks, and pride and other factors that are expectations what they want when they become priority customers, namely financial solutions and increasing their knowledge. The new finding in this study was that parents' factors turned out to play a very important role for Gen Y especially the second generation of priority customers to decide to become BCA Prioritas customers.
With the transition to liquid modernity, and the acceleration of society due to the high production and consumption of new content through new media technologies such as social media, social hierarchies seem to be more fragmented, unstable, ephemeral and changing. The liquidification of society thus allows for new forms of status games and distinction that are not necessarily tied to family history or level of education. Indeed, this can be seen in the rise of a ‘new elite’, who, contrary to the old elite that was primarily defined by their economic capital, is defined by the acquisition of knowledge and culture. To address this gap, this thesis therefore looks at the luxury consumption practices of the specific segment of high-end luxury consumers (prosumers), as well as their admirers (lurkers) to see how these are affected by the mediatization of these practices on visual social media. Specifically, it looks at how these define, display and consume luxury on the visual social media platform called Instagram. This thesis by articles has a threefold contribution to the literature: (1) to expand theoretical understanding of new conspicuous consumption strategies of upperclass (or elite) consumers in asserting their social status and distinction online, (2) to better understand the dematerialization of luxury and stressing how consumption experiences, rather than the ownership of products, are thus considered to be status symbols, (3) to highlight the contribution to growing literature on morality in luxury consumption, showing that old elite individuals pursue both distinction-seeking, and at the same time authenticity-seeking when portraying themselves publicly.
Durch die zunehmende globale Vernetzung der Wirtschaft und Entwicklungen elektronischer Kommunikations- und Kooperationsmedien werden Mitarbeitende zunehmend in internationalen virtuellen Teams eingesetzt. Multinationale Unternehmen können so weltweit auf ihr gesamtes Know How zugreifen und die geeignetsten Mitarbeitenden dort einsetzen, wo ihre Fähigkeiten am besten genutzt werden können. Durch die Nutzung komplementärer Zeitzonen spart dies Zeit und Kosten ein und kommt dem Wunsch nach einer ortsunabhängigen Arbeitsplatzgestaltung entgegen. Trotz der vielen Vorteile, die virtuelle Teams mit sich bringen, ist die internationale virtuelle Zusammenarbeit auch mit Herausforderungen verbunden, die zu verzögerter Bearbeitungsdauer, Unzufriedenheit der Teammitglieder oder gar dem Scheitern von Projekten führen können. In diesem Beitrag wird der aktuelle Stand der Forschung aufgezeigt, wobei insbesondere der multidimensionale Charakter internationaler virtueller Teams fokussiert und vor dem Hintergrund aktueller Trends potentielle Entwicklungsrichtungen für Forschung und Praxis skizziert werden.
Virtual Agents have been increasingly used as deliverers of notions in Simulated Human Interactions training effective communication strategies. Nevertheless, replicating the level of human-likeness required to "convince users (…) that a virtual human is the real thing" (Ruhland et al., 2015) remains a challenge. In particular, the Uncanny Valley effect refers to the observer's unpleasant impression of a virtual being with an almost, but not entirely, realistic human form (Seyama & Nagayama, 2007). Previous literature has described several intervening factors in the perception of uncanniness, including the Agent's static and dynamic features, but also individual differences in the degree of predisposition to anthropomorphize an Agent (e.g., Epley, Waytz, & Cacioppo, 2007; Kätsyri, Förger, Mäkäräinen, & Takala, 2015). During the last decades, video games have been representing an entertainment source for a growing number of people, and this dissertation's objective has been to confirm whether game habits might be considered among intervening factors. The video game industry has been driving technological innovation allowing for high-fidelity face and voice synthesis of Virtual Agents in Entertainment products. Such technologies are often not available to smaller research laboratories relying on limited resources. Therefore, the present dissertation has also explored the possibility of identifying "easy wins" on the short development run, essential elements that do not require expensive interventions in terms of money and time but can increase the perception of the Virtual Agent's quality. ENACT (Marocco, Pacella, Dell'Aquila, & Di Ferdinando, 2015), an online Simulated Human Interaction for the training of Negotiation strategies, has been used as the main object of this dissertation. In ENACT, trainees take five conversation turns with a Virtual Agent that communicates through a combination of four different facial expressions, 24 gestures, and ten different body postures and gaze directions. The present dissertation includes two experimental studies, exploring the effectiveness of low budget implementations of Virtual Agent’s features, i.e., random eye blinks and spoken gibberish accompanying written communication. Two samples of, respectively, 50 and 60 male participants, all aged between 18 and 35, have been recruited and preliminarily divided into habitual video game players and non-habitual video game players according to their mean weekly gameplay hours. Once randomly assigned to the experimental or control group, participants interacted with the Virtual Agent and completed the questionnaires related to its uncanniness evaluation and ENACT's perceived quality as an educational product. Results indicate that the mere introduction of eye blinks in random moments of the interaction with a Virtual Agent seems to moderately affect the user's perception of the Agents' realism. Moreover, in cases when modern text-to-speech voice engines are not available, it seems advisable to rely on a text-only form of communication for Virtual Agents instead of a gibberish-based communication. Results also suggest that video game habits might have a mediating role in the perception of Virtual Agents' qualities. Nevertheless, game habits might not simply posit higher standards to players but, instead, they might experience the "too real for comfort" zone differently, consequently assigning different expected social standards and normative expectations to Virtual Agents they interact with. Such results confirm that the perception of an Agent's human-likeness is a complex and dimensional matter, therefore including previous gaming literacy into the factors intervening in the perception of uncanniness.
Reviewing literature, this study highlights the challengesChallenges organizations face once, for the first time, four generations coexist at the workplaceWorkplace—Veterans, Baby Boomers, Generation X and MillennialsMillennials. Thus, it disserts around Millennials’Millennials construct focusing on their leadershipLeadership and followershipFollowership characteristics, discussing how these redefine organizational dynamic forces. Millennials’Millennials psychodynamics impel on management attention, foremost because many of these are based on the carry-over of their parents’ mentality: we claim the “helicopter parenthoodHelicopter parenthood” experience (Twenge in Med Educ 43:398–405, 2009) developed into this group some aspects they transpose into the workplaceWorkplace, labelling them as the “Trophy Kids” generation (Alsop in The trophy kids group up: How the Millennial generation is shaping up the workplace. Jossey-Bass, San Francisco, 2008). As so, their early life experiences climaxed into a cohort that, we defend, is driven by a “pay-off” mindset always motivated by achievingAchieving, at the same time constantly needing guidance to averse risk and to feel validated by peers and (more importantly) superiors. This work suggests the relevance of implementing restructured organizations, directed at people and relationships, with a flatter hierarchical structure through upgraded flexibleFlexible and cooperative manifestations of leadershipLeadership, thus demanding advanced collective dynamics grounded on technologically learning and experimenting processes. CoachingCoaching, we argue, can be a good approach in regards to it.
This action research is conducted to examine the factors in MSMD Resources (M) Sdn Bhd influencing job performance among employees. The study objective was (a) to determine the factors that influence job performance of employees in MSMD Resources (M) Sdn Bhd;(b) to identify the improvement process for job performance in MSMD Resources (M) Sdn Bhd and; (c) to examine whether the monthly appraisal or quarterly performance review can help on job performance improvement in MSMD Resources (M) Sdn. Bhd. For the purpose of this action study, 35 employees out of 60 were selected via a stratified random sampling technique from MSMD Resources (M) Sdn Bhd. Data were collected via a questionnaire and interviews to attain the research objectives. The expected results of this study will also contribute to the MSMD Resources (M) Sdn Bhd company and future researchers on managing employees towards job performance excellence.
Objective:
Recent studies suggest that traditional male-female differences may be changing in terms of what is valued in a medical career but there have been no studies directly quantifying the relationship between gender and stated career-related preferences. To address this gap, we examined the differences between male and female doctors in terms of the strength of their work-related preferences at the point of eligibility to enter residency/specialty training in the UK.
Methods:
This was a quantitative study using a survey incorporating a discrete choice experiment (DCE). Respondents were asked a series of questions in which they had to choose between two or more scenarios, differing in terms of attributes. The attributes were: location, familiarity with specialty, culture of the working and learning environment, earnings, working conditions and opportunities for professional development. The main outcome measure was willingness to accept compensation to forgo a desirable attribute within a training position (WTA). Conditional logistic regression models were run separately for males and females.
Results:
5005/6890 (72.64%) Foundation Year 2 doctors completed the DCE. The relative value of each attribute was similar for males and females, with location most valued and familiarity with the specialty least valued. There was a pattern of female respondents valuing the move between the best and worst levels of each training attribute more than men, and significantly more than men in respect of the importance of working culture.
Conclusion:
This study adds to existing knowledge in terms of quantifying gendered values in respect of training/residency preferences. That men value a supportive working culture significantly less than women is well-established. However, our findings that location, working conditions and working culture are increasingly important to both men and women, suggests that traditional gender norms may be changing. This intelligence can inform gender-responsive workforce planning and innovation, and future research.
Private universities in Malaysia are facing difficulties in retaining Generation Y academics due to divergence in attributions with leadership styles (head of department). In this study, 150 academics were participated to determine patterns of attributions most suited transformational leadership style by using association rules technique. Results showed all the attributions have met the minimum support level which is 30% except for four attributions (seek new ways to solve problems, creative and rethinker); however according to association rules technique, these attributes have shown a unique finding whereby it found strongly significant relationship with intellectual stimulation leadership style. As a result, apart from 150, 76 Generation Y academics have chosen intellectual stimulation leadership style as their choice.
Durch die zunehmende globale Vernetzung der Wirtschaft und Entwicklungen elektronischer Kommunikations- und Kooperationsmedien werden Mitarbeitende zunehmend in internationalen virtuellen Teams eingesetzt. Multinationale Unternehmen können so weltweit auf ihr gesamtes Know How zugreifen und die geeignetsten Mitarbeiter dort einsetzen, wo ihre Fähigkeiten am besten genutzt werden können. Durch die Nutzung komplementärer Zeitzonen spart dies Zeit und Kosten ein und kommt dem Wunsch nach einer ortsunabhängigen Arbeitsplatzgestaltung entgegen. Trotz der vielen Vorteile, die virtuelle Teams mit sich bringen, ist die internationale virtuelle Zusammenarbeit auch mit Herausforderungen verbunden, die zu verzögerter Bearbeitungsdauer, Unzufriedenheit der Teammitglieder oder gar dem Scheitern von Projekten führen können. Im folgenden Beitrag wird der aktuelle Stand der Forschung aufgezeigt, wobei insbesondere der multidimensionale Charakter internationaler virtueller Teams mit ihren einzelnen Dimensionen fokussiert und vor dem Hintergrund aktueller Trends potentielle Entwicklungsrichtungen für Forschung und Praxis skizziert werden.
Current lifestyle change has led millennial customers to have awareness about their cloth in daily life to accentuate their personality. In the other side batik cloth industry is growing rapidly and contribute to the domestic economic. Despite the advancement of cloth printing technology, business competition in the batik industry need to balancing their production with the essence of batik as an Indonesia ethnic product’s therefore preserve its soul as a valuable heritage of Indonesia culture. Understanding how the customer perceive the value of batik cloth contributes to the effective marketing approach especially for the local medium enterprises. This research was aimed to study the influence of customer diversity seeking and attitude toward ethnic culture to the purchase intention and willingness to share positive electronic word of mouth of the batik cloth, mediating by social value, emotional value and epistemic value as the focus of the research while moderated by ethnic embeddedness. The conceptual model was modified from the previous studies by added e-WOM as a relevance variable in digital era. The research model was implied on non-Javanese millennial customer of batik cloth to segregate the ethnicity perception. Primary data obtained by convenience sampling through the online questionnaire. The eligible sample was collected from 360 respondents who met the criteria. Data were analyzed by Structural Equation Modelling (SEM) and processed by SmartPLS 3.0. The result revealed that both customer diversity seeking and attitude toward ethnic culture have significant effect on the consumption value. All of the three value which are social, emotional and epistemic shown significantly positive impact on e-WOM and customer purchase intention while ethnic embeddedness proven to have the moderation effect on epistemic value and social value. Interestingly social value was found as the strongest predictor of purchase intention. This research provides new insights in understanding consumer behavior towards batik cloth product as well as suggested practical implications that could help batik producers to implement an effective marketing strategy through the digital channel.
The Cambridge Handbook of Technology and Employee Behavior - edited by Richard N. Landers February 2019
„Die Jugend liebt heutzutage den Luxus. Sie hat schlechte Manieren, verachtet die Autorität, hat keinen Respekt vor den älteren Leuten und schwatzt, wo sie arbeiten sollte. Die jungen Leute stehen nicht mehr auf, wenn Ältere das Zimmer betreten. Sie widersprechen ihren Eltern, schwadronieren in der Gesellschaft, verschlingen bei Tisch die Süßspeisen, legen die Beine übereinander und tyrannisieren ihre Lehrer“. Das sagte der griechische Philosoph Sokrates und fasst damit ein evolutionäres Phänomen in Worte, das auch im Zusammenhang mit der beschriebenen gesellschaftlichen Veränderung wirkt: Die Jungen sind und waren immer schon anders, verändern lieb gewordene Muster, rebellieren und grenzen sich mit eigenen kulturellen Merkmalen von den Alten ab. So stellen die jungen Arbeitnehmer auch heute die Arbeitswelt vor neue Herausforderungen. Inwiefern die Generation Y ihre Ansprüche rechtfertigen kann, wie groß ihr tatsächlicher Einfluss ist und welche Qualifikationen sie mitbringt, erfordert vor dem Hintergrund der Teilzeit-Führung ein genaueres Hinsehen. Fakt ist jedenfalls, dass die Jungen einen erheblichen Einfluss auf die fundamentalen Umbrüche, und damit auf neue Formen der Arbeit haben werden. Führen in Teilzeit wird hier für viele eher die Bedingung statt ein nettes Angebot sein.
Millennials entering work have not only transformed China’s workplaces, but have also brought new challenges for HR managers and opened gaps with older generations of employees. Chinese millennial employees have unique features, partly explained by being born under the one-child policy in China (since 1980). While preliminary research has pointed to significant differences in the needs, aspirations and well-being of millennials compared to previous generations in the workplace, a dearth of deeper research means that we poorly understand Chinese millennials and their impact on human resource management (HRM). To help organizations rethink HRM policies and practices for the millennial generation, this study first explores the characteristics of millennial employees in China. Guided by self-determination theory, it discusses ways to manage Chinese millennial workers and examines how current human resource development can be transformed to respond to the needs of Chinese millennial employees. In the study, survey-data on 519 millennial employees and a subset of 150 in-depth interviews were utilized. Last, we set out the HRM policy implications for Chinese organizations.
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