Authors: Katarina Babnik; Nada Trunk Širca
Addresses: Faculty of Health Sciences, University of Primorska, Polje 42, 6310 Izola, Slovenia ' International School for Social and Business Studies, Mariborska cesta 7, 3000 Celje, Slovenia
Abstract: Intergenerational cooperation is an important source of individual learning, and a vehicle for creation, transfer and retention of organisational knowledge. This paper presents and describes a theoretical model of intergenerational cooperation in organisations that emphasises the cultural and institutional determinants of such age management practices. On the societal level it identifies four determinants: national legislation, prevalence of intergenerational cooperation programs in different areas of social life, higher educational system and institutions, and societal culture. All the aforementioned variables have an interrelated impact on organisational leadership and management, HRM systems and organisational culture that promote intergenerational activities.
Keywords: age management; knowledge management; intergenerational cooperation; culture; organisational management; higher education; knowledge creation; knowledge transfer; knowledge retention; organisational knowledge; organisational leadership; HRM; human resource management; organisational culture.
International Journal of Innovation and Learning, 2014 Vol.15 No.4, pp.349 - 364
Received: 08 May 2021
Accepted: 12 May 2021
Published online: 09 Jun 2014 *