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Intergenerational Familial Ambidexterity in Polish Family Firms

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Preciuk P., Wilczyńska E.
Central European Management Journal
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2020
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vol. 28(4)
107-133
EN
Purpose: To explore how the predecessors and successors of Polish family businesses use and refine existing knowledge, identify knowledge deficiencies or absences, and create new knowledge during the working together stage. Methodology/approach: The article builds on qualitative empirical material gathered in 2018 and 2019 with a problem-centered interview approach aiming to capture the complex and potentially diverging realities of both generations. Altogether, 48 preliminary interview questionnaires were completed and, subsequently, 46 interviews were conducted. Findings: The study captured that the use of existing knowledge during the Working Together period is significantly supported by the fact that the old and young generation share several unarticulated beliefs, mental models, and behaviors. However, the identification of knowledge gaps and the creation of new knowledge are heavily hindered by the fear of confrontation and only declarative – instead of active – interest of the older generation in creating new knowledge. Originality/value: The article bridges the gap between the literature on organizational ambidexterity and family business by empirically investigating the intergenerational dynamics of owners’ families regarding knowledge creation. Moreover, we introduce the concept of intergenerational familial ambidexterity.
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Intergenerational Learning in the Virtual World. Case of the European Community-Based Educational Project

100%
Rojek M., Leek J.
The New Educational Review
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2019
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vol. 56
88-100
EN
The paper focuses on presenting the research results of a community-based project titled ‘ICT Guides’, in which we investigated the features and functions of intergenerational learning with the use of ICT tools, which open the way for the virtual word. This was accomplished by surveying 267 youth and seniors attending 16 ICT courses in Gothenburg (Sweden), Sheffield (the United Kingdom), Madrid (Spain), and Berlin (Germany), with the use of a questionnaire. Both groups perceive intergenerational learning with the use of ICT as a chance to get to know the other group, despite age and cultural differences. With the use of ICT tools in intergenerational learning, mobile devices make up for a lack of a good command of language when communication problems occur, through application of texts, pictures, movies and music available online. ICT also facilitates mutual understanding and contributes to breaking the polarization that can occur between immigrant youth and unrelated adults, to the mutual benefit of both parties.
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Intergenerational cooperation at the company and knowledge transfer

86%
Kokovnik K., Jagodic G.
Organizacja i Zarządzanie : kwartalnik naukowy
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2017
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vol. nr 3
57--67
EN
Interpersonal relations are vital in the company’s operations. The connection between generations is designed and created in this way. Interpersonal cooperation includes two essential elements, and this is connection and coexistence between the generations. Various conflicts come between generations many times which results from intergenerational differences and arises from differences in the goals and interests most often. Intergenerational cooperation has a significant role because of the transfer and exchange of knowledge in the company. When we talk about knowledge transfer, old people transmit their experiential knowledge to young people, and the latter in many cases lack this knowledge. Young people acquire experiential knowledge in such way in a company either in the case in which a mentor transfers work instructions and guidelines or with the help of a practical implementation of activities. Employees are aware that the acquisition of knowledge, experience, and skills are a crucial element for business success which represents a competitive advantage for companies. For this reason, companies invest a significant proportion of their revenues in training and knowledge of their employees. Knowledge is in the innovation, technology, documentation and minds of people in companies.
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