{"title":"职场内外的代际资源紧张:个人的、人际的、机构的、国际的","authors":"Michael S. North , Susan T. Fiske","doi":"10.1016/j.riob.2015.10.003","DOIUrl":null,"url":null,"abstract":"<div><p>The workforce is rapidly aging. Already at record highs, labor force participation rates of both over-55 and over-65 age segments are expected to nearly double in the immediate future. The current chapter describes how these sweeping demographic changes necessitate both the unprecedented utilization of older workers and intergenerational collaboration, but also present the danger of heightened generational tension. We describe the specific risk factors for such tensions, highlighting the presence of generational boundaries at multiple levels: (a) individual, (b) interpersonal, (c) institutional, and (d) international. Drawing from our own work and relevant management literature, we then identify three broad domains within which intergenerational tensions are particularly salient at each of these levels: active Succession tensions over enviable resources and influence (e.g., employment), passive Consumption tensions over shared asset usage (e.g., healthcare) and symbolic Identity tensions over figurative space (e.g., cultural fit) (SCI). We conclude with suggestions for potential interventions, and major open areas for future organizational research, both of which should focus on how to maximize the utility of unprecedented intergenerational collaboration.</p></div>","PeriodicalId":56178,"journal":{"name":"Research in Organizational Behavior","volume":null,"pages":null},"PeriodicalIF":3.1000,"publicationDate":"2015-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1016/j.riob.2015.10.003","citationCount":"49","resultStr":"{\"title\":\"Intergenerational resource tensions in the workplace and beyond: Individual, interpersonal, institutional, international\",\"authors\":\"Michael S. North , Susan T. Fiske\",\"doi\":\"10.1016/j.riob.2015.10.003\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<div><p>The workforce is rapidly aging. Already at record highs, labor force participation rates of both over-55 and over-65 age segments are expected to nearly double in the immediate future. The current chapter describes how these sweeping demographic changes necessitate both the unprecedented utilization of older workers and intergenerational collaboration, but also present the danger of heightened generational tension. We describe the specific risk factors for such tensions, highlighting the presence of generational boundaries at multiple levels: (a) individual, (b) interpersonal, (c) institutional, and (d) international. Drawing from our own work and relevant management literature, we then identify three broad domains within which intergenerational tensions are particularly salient at each of these levels: active Succession tensions over enviable resources and influence (e.g., employment), passive Consumption tensions over shared asset usage (e.g., healthcare) and symbolic Identity tensions over figurative space (e.g., cultural fit) (SCI). We conclude with suggestions for potential interventions, and major open areas for future organizational research, both of which should focus on how to maximize the utility of unprecedented intergenerational collaboration.</p></div>\",\"PeriodicalId\":56178,\"journal\":{\"name\":\"Research in Organizational Behavior\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":3.1000,\"publicationDate\":\"2015-01-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://sci-hub-pdf.com/10.1016/j.riob.2015.10.003\",\"citationCount\":\"49\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Research in Organizational Behavior\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://www.sciencedirect.com/science/article/pii/S019130851500009X\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Research in Organizational Behavior","FirstCategoryId":"1085","ListUrlMain":"https://www.sciencedirect.com/science/article/pii/S019130851500009X","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
Intergenerational resource tensions in the workplace and beyond: Individual, interpersonal, institutional, international
The workforce is rapidly aging. Already at record highs, labor force participation rates of both over-55 and over-65 age segments are expected to nearly double in the immediate future. The current chapter describes how these sweeping demographic changes necessitate both the unprecedented utilization of older workers and intergenerational collaboration, but also present the danger of heightened generational tension. We describe the specific risk factors for such tensions, highlighting the presence of generational boundaries at multiple levels: (a) individual, (b) interpersonal, (c) institutional, and (d) international. Drawing from our own work and relevant management literature, we then identify three broad domains within which intergenerational tensions are particularly salient at each of these levels: active Succession tensions over enviable resources and influence (e.g., employment), passive Consumption tensions over shared asset usage (e.g., healthcare) and symbolic Identity tensions over figurative space (e.g., cultural fit) (SCI). We conclude with suggestions for potential interventions, and major open areas for future organizational research, both of which should focus on how to maximize the utility of unprecedented intergenerational collaboration.
期刊介绍:
Research in Organizational Behavior publishes commissioned papers only, spanning several levels of analysis, and ranging from studies of individuals to groups to organizations and their environments. The topics encompassed are likewise diverse, covering issues from individual emotion and cognition to social movements and networks. Cutting across this diversity, however, is a rather consistent quality of presentation. Being both thorough and thoughtful, Research in Organizational Behavior is commissioned pieces provide substantial contributions to research on organizations. Many have received rewards for their level of scholarship and many have become classics in the field of organizational research.