Managing intergenerational diversity within companies: Theoretical analysis

Abstract

This article provides a theoretical analysis of the influence of intergenerational diversity on knowledge transfer within companies. With the coexistence of multiple generations (Baby Boomers, X, Y, Z) in the workplace, managing this diversity has become a major strategic issue. The study explores the dual impact of this diversity: on one hand, it represents a potential source of innovation and performance through the complementarity of skills and perspectives; on the other hand, it can create challenges such as stereotypes, communication barriers, and conflicts, which hinder the sharing of knowledge, particularly the tacit knowledge held by senior employees.

Through an in-depth literature review, the article identifies key factors that moderate and mediate this relationship. It highlights the crucial role of proactive intergenerational management, including practices like mentoring and reverse mentoring, as well as the importance of an organizational culture based on trust, sharing, and continuous learning. Information and communication technologies are also analyzed as an ambivalent tool that can either facilitate or complicate exchanges depending on their management.

A conceptual model is developed, integrating these variables and leading to the formulation of research hypotheses. The analysis concludes with concrete managerial implications, recommending that companies develop targeted strategies to cultivate an inclusive and collaborative work environment. Finally, the article suggests avenues for future empirical research to validate and deepen the proposed theoretical model.

Classification JEL: J24- D83

Paper type: Theoretical Research