Commitment and conflict in the restaurant industry: Perceptions from the Generation Y viewpoint

This study investigates Generation Y restaurant employees’ perceptions of conflict and the extent to which the presence of management team conflict influences employee organizational commitment. Regression analysis found that perceptions of task and process conflict negatively impact organizational commitment, while relationship conflict was not found to have a statistically significant impact on organizational commitment. This study represents the first attempt to understand the carryover effects of management team conflict on employees and offers insights into the perceptions of the Generation Y restaurant worker. Theoretical and managerial implications of the empirical findings as well as directions for future research are discussed.     

Cohort Effects of Household Expenditures on Food Away from Home

Data from 23 years of the U.S. Consumer Expenditure Survey (1982–2004) are analyzed to investigate cohort effects on food away-from-home (FAFH) expenditures using the age, period, and cohort (APC) model. Nine 10-year interval cohorts are included, from the Interbellum Generation born between 1896 and 1905 to the MTV Generation born between 1976 and 1985. Analyses reveal that later-born cohorts spend more on FAFH, both in dollar amount and in food budget share, compared with earlier-born cohorts. Significant cohort differences in FAFH remain after additional sociodemographic and economic variables are controlled.     

Managing millennials: Embracing generational differences

The topic of the Millennial Generation in the workplace drives much business conversation, as members of this generation form a growing percentage of the employee base. Both popular media and scholarly literature have painted the population of younger workers in an uncharitable light. The goals of this article are to contextualize the results of a large, empirical study in a more favorable manner and to suggest that embracing generational differences provides an opportunity as well as a challenge. This article examines traits of the different generations, in addition to the relationship between organizational commitment and workplace culture. We present findings that show millennials (also known as Generation Y, or Gen Y) as the only generational group that does not conceptually link organizational commitment with workplace culture. This group also thinks of work differently than members of the other generations, yet these differences can be understood through a managerial lens focusing on qualities such as duty, drive, and reward. We argue that by changing performance evaluation metrics to encompass a greater variety of measures, managers can provide a more detailed picture of the employee's work, and thus impact the worker's sense of duty. Additionally, by providing a more transparent workplace, employers can increase the employee's drive and clearly demonstrate the reward that workers will receive. Finally, changes that help newer employees adjust to the workplace can also allow the organization to operate more efficiently, benefiting employees of all generations.     

Looking at Gen Y shopping preferences and intentions: exploring the role of experience and apparel involvement

Apparel retailers need more information to reach and increase patronage from Generation Y with $150 billion purchasing power. Experiential retailing, involving one or more of the five senses, helps create utilitarian and hedonic benefits for brick‐and‐mortar apparel shoppers. However, little is known about how Generation Y responds to experiential strategies. This study of Generation Y brick‐and‐mortar apparel shoppers, using a cohort approach, seeks to determine which dimensions of a shopping experience, as well as shopping involvement level and demographics, are associated with store preference and patronage intent.     

Generational and Regional Differences in Media Consumption Patterns of Chinese Generation X Consumers

This study applies generational cohort theory, as well as uses and gratifications theory, to investigate the media program preferences of China's Generation X (Gen X) consumers. Using syndicated data from a large random sample of urban Chinese consumers, we find that the Gen X cohort consumers, compared with their preceding generational cohorts, tend to pay more attention to entertainment-based media programs such as television drama series and radio pop music, and shun information-based topics such as news or business reports. Furthermore, while cohort effects on preferences for media program types exist, the effects are less pronounced in more developed regions in China. Compared with their counterparts in Xi'an, a less developed city, Gen X consumers living in Guangzhou, a more developed city, are more attentive to information-based programs on television and in newspapers, and show less preference for entertainment-based content.     

Generation Y’s Ethical Ideology and Its Potential Workplace Implications

Generation Y is a cohort of the population larger than the baby boom generation. Consisting of approximately 80 million people born between 1981 and 2000, Generation Y is the most recent cohort to enter the workforce. Workplaces are being redefined and organizations are being pressed to adapt as this new wave of workers is infused into business environments. One critical aspect of this phenomenon not receiving sufficient research attention is the impact of Gen Y ethical beliefs and ethical conduct in workplace contexts. It is widely accepted that distinct generational experiences shape ethical ideologies and ethical ideologies in turn affect the way people function in the workplace. Thus, Gen Y’s unique cohort experiences are likely to shape their ethical ideologies and consequent workplace judgments and actions. In this article, we examine Gen Y’s ethical ideology and study its impact on workplace functioning regarding leadership style, teamwork, and judgments about ethical violations. Our analyses indicate that Gen Y’ers tend toward situationalism (high idealism and high relativism), and their socially connected orientation produces more lenient judgments of collaborative vs. unilateral ethical violations. However, Gen Y’ers do exhibit individual variation. Relativist Gen Y’ers are more tolerant of ethical violations, whereas, Gen Y Idealists are less tolerant of ethical violations. High Idealists also show stronger teamwork and leadership characteristics. In addition, Gen Y’ers possessing servant leader traits exhibit incrementally better teamwork, and greater perceived unacceptability of ethical violations. We conclude by discussing implications of these findings for managing ethical climates and conduct.     

Beyond Organizational Innovation Adoption – a Conceptual and Empirical Analysis

The purpose of this study is to conduct a conceptual and empirical analysis of the research on the organizational adoption of innovations. The empirical part consists of three cases. On the basis of the results, we could question and criticize the dominant single-choice operationalization of organizational adoption and argue for a more process-like approach.     

Here comes Generation Z: Millennials as managers

As the workplace continues to change, a new generational cohort—Generation Z, sometimes referred to as iGen—is beginning to enter the workforce. At the same time, millennials are now progressing in their careers and will be challenged with managing these incoming workers. The purpose of this article is to provide a contextual overview that identifies and illuminates some of the defining work-related characteristics of these two youngest generations in the workplace to increase understanding of the potential intergenerational conflict between these cohorts and develop leadership strategies that can be utilized to increase employee morale and productivity. This article analyzes the millennial supervisor-Gen Z subordinate relationship based on generational cohort theory, leader-member exchange (LMX) theory, and the work values framework.     

Patient experience in the digital age: An investigation into the effect of generational cohorts

This research examines how patient experience is affected by various generational cohorts’ perceived ease of use and usefulness of healthcare patient portals and how this experience, in turn, shapes cohort technology use. Results suggest that digital technology needs to be designed and implemented with cohorts in mind. This study complements research in digital technology and customer experience by highlighting the relevance of generational cohort differences, that is whether they adopted digital technology (i.e., Generation X) or always had digital technology, (i.e., Millennials) on a patient’s experience.     

Generational Differences in the Importance,Availability, and Influence of Work Values: A Public Service Perspective

This study uses a sample of 832 Canadian public servants to test a theoretically derived framework which hypothesizes that generational cohort: (1) predicts the importance public servants place on intrinsic and extrinsic work values, (2) predicts the perceived availability of such rewards in public service workplaces, and (3) impacts the relationship between perceived availability of important rewards, organizational commitment, and job satisfaction. Our study adds to the limited body of research on generational cohort and work values in the public service. Generational cohort had little impact on the importance of work values, but did predict perceived availability of work‐rewards and the relationship between perceived availability of important rewards, organizational commitment, and job satisfaction. Findings could help public service organizations' recruitment and retention efforts. Copyright © 2018 ASAC. Published by John Wiley & Sons, Ltd.     

Generation X and Their Future Buying Behaviors in the Foodservice Industry

Abstract

This paper details the demographic, societal, and psy-chographic influences on Generation Xers and discusses how these influences impact their buying behavior. Stereotypes attached to Generation Xers -i.e., they are fatalistic, pessimistic, listless, rootless, and goalless -have led to distinct buying behaviors in this population. Research is reviewed to show that Generation Xers are highly affected by technology, diversity, change, and choices, leading to seemingly paradoxical and elusive behaviors in Generation X's buying patterns. For the hospitality industry, the response to Generation X's consumer needs has taken the form of cybercafes and entertainment eateries, and recent trends in how the wine industry and the hotel industry are meeting the needs of Xers demonstrate the power of this population. Generation Xers are emerging as leaders who shape the future operations of the marketplace.     

Generation Y vs. Baby Boomers: Shopping behavior,buyer involvement and implications for retailing

This paper presents some significant empirical findings about generational cohorts and their shopping behavior. Marketing has long relied on the use of market segmentation. While birth age has been a useful way to create groups, it describes segments but does not help to understand segment motivations. However, environmental events experienced during one's coming of age create values that remain relatively unchanged throughout one's life. Such values provide a common bond for those in that age group, or generational cohort. Segmenting by ‘coming of age’ age provides a richer segmentation approach than birth age. This study compares two significant cohorts: Baby Boomers and Generation Y, with respect to their shopping behavior and purchase involvement for food, clothing and automobiles. For the three types of products, Baby Boomers value the retail experience and in-store service higher than Generation Y. For Baby Boomers, the purchase process starts with a retailer the consumer trusts, who gives advice for choosing the right product, while for Generation Y, the purchase process starts with choosing a product. This study presents implications for retail strategies that have an appeal to different generational cohorts and considers how retailers should deal with building customer relationships.     

A Framework for a Dynamic Organizational Memory Information System

Organizational memory information systems (OMIS) implement important aspects of organizational memory with the aim of enhancing organizational effectiveness. We propose a 3-layered framework for a dynamic OMIS. The framework consists of a pragmatic layer to support the actual activity, a conceptual layer to store the concepts inherent in that activity, and a process layer to store the experience of performing that activity. Both the conceptual and process layers represent organizational memory repositories in the form of respective models. The implementation of OMIS assumes that any activity is the instantiation of relevant conceptual and process models and includes the reuse of knowledge stored in association with those models. In this way, organizational memory is always mapped to current activity, and its adequacy is constantly evaluated. This provides the potential for the models to evolve as a direct result of the current activity. A partial implementation of this framework to support epidemiological research is illustrated.     

Finding the Keys to Creativity in Ad Agencies: Using Climate,Dispersion, and Size to Examine Award Performance

This paper develops a framework to examine how ad agencies can continuously generate creative output, where creative output estimated by ad agencies winning awards over time. The data are collected from 68 Dutch ad agencies with a total of 1,450 clients over a four-year period in the Netherlands. Findings show that ad agencies with creative climates high in both organizational encouragement and workload pressure but low in both work group support and sufficient resources predicts why ad agencies win awards over time. In addition, ad agencies with a portfolio of clients that consists of market leaders and that operate within a limited amount of industries (limited heterogeneity) also predict creative award propensity and momentum over time. Suggestions for future research are offered.     

Organizational learning: Proposal of an integrative scale and research instrument

This study describes the development and validation of an instrument to measure organizational learning. Starting out from a comprehensive analysis of the main organizational learning models in the specialized literature, the organizational learning scale in this study consists of 18 items forming five dimensions: the ontological levels of learning, modes of knowledge conversion, learning sub-processes, types of learning, and feedback and feed-forward flows of learning. A survey to large Spanish companies provides data from 167 companies. Confirmatory factor analysis tests the construct measurement model and validates the scale. The results of the study indicate that the scale satisfies the criteria for reliability, and validity. The exploratory factor analysis permits the identification of four factors which make theoretical sense: information systems, the existence of a framework for consensus, procedures for the institutionalization and broadening of knowledge, and forms of management and the genesis of knowledge. The new construct promises to be more comprehensive, integrative and eclectic than previous constructs, achieving its broad scope by incorporating a number of the main theoretical perspectives on the matter. For practitioners, the scale could form the basis of an auditing tool, as well as being a useful target for organizational change initiatives.     

Change management practices: Impact on perceived change results

Management literature frequently proposes the use of a set of managerial practices in order to facilitate the management of organizational change processes. This paper analyses differences in perception in the use of such practices, between change strategists and change receptors, and the impact these practices have on the outcomes of organizational change programs and on organizational results, in a sample of 90 organizations in Chile. Results show that, for the same change processes, change strategists report a higher use of change management practices than change receptors. Results also show that, during organizational change processes, firms use more frequently practices related to the change preparation stage in comparison to practices related to the change implementation stage. Finally, results show that, after controlling for organizational size, change program intensity, and service versus manufacturing industries, the use of change management practices has a significant impact on the accomplishment of the change program objectives and deadlines, but results do not show an impact on perceived organizational outcomes (changes in sales, financial results of the firm, operational productivity, and employee performance).     

雇佣保障对组织公民行为的影响——员工对企业信任的中介作用

文章通过针对我国生产制造型企业员工的问卷调查采集相关数据,利用相关分析和层级回归分析,研究雇佣保障对员工组织公民行为的影响机制,尤其是研究员工对企业的信任在其中的中介作用。实证结果表明,雇佣保障与员工的组织公民行为显著正相关,员工对企业的信任在雇佣保障影响员工组织公民行为的过程中起完全中介作用。     

U.S. male generational cohorts: Retail format preferences,desired retail attributes,satisfaction and loyalty

Reports in the academic and popular press acknowledge the growing importance of male shoppers from a retail perspective (Albright, 2010) yet to date most studies have only compared men to women or when examining fashion products (Shim and Kotsiopulos, 1991). No research has been done to segment males in order to provide retailers with a better understanding of male shopping behavior (Bakewell and Mitchell, 2003, Meredith et al., 2007). This exploratory study surveyed 560 U.S. males examining retail format preferences, desired retail attributes, satisfaction and loyalty using Generational Cohort Theory (GCT). Results suggest significant differences between male generational cohorts in terms of retail format preferences with males from the Silent Generation preferring the category killer format more than males in the Millennial Generation and both 13th Generation and Millennial Generation males preferring internet-only retailers than did Silent Generation Males. Silent Generation males were also found to be more satisfied with retailers in their area, when compared to the younger Baby Boomer and 13th Generation males. No significant differences were found in desired retail attributes or store loyalty. Additional research investigating U.S. and non-U.S. males using GCT is suggested.     

Testing the Selectivity Hypothesis in cause-related marketing among Generation Y: [When] Does gender matter for short- and long-term persuasion?

Cause-related marketing (CRM) can enhance corporate image and increase sales, but effects may vary depending on the audience. Findings from a national survey, Study 1, reveal that Generation Y women are more likely than Generation Y men to support CRM. Our research further demonstrates unique findings with respect to message processing and response to a CRM campaign. In an experimental setting, Study 2 shows different gendered responses to a CRM campaign over time. Results show that men's purchase intentions decrease after message exposure, but increase after a two-week delay; the opposite was true for women. In line with the Selectivity Hypothesis theory, only women integrated multiple cues into the formation of purchase intentions. Theoretical and managerial aspects of gender for CRM are discussed.     

组织学习量表的开发

组织学习的定义与量表呈现多元化,基于国内外主要组织学习定义与量表的系统研究,整合界定了一个组织学习定义,并适用该定义,参照Churchill的量表开发程序,开发了一个组织学习量表,新开发量表包括发现、获取、比较、反思、纠错、记忆六个测量维度和18个测量项目,以两组中国企业样本数据进行了实证检验,结果表明具有较好的信度与效度。