Exploring the relationship between generational diversity and knowledge sharing: the moderating role of workplace intergenerational climate, boundary-spanning leadership and respect
| Date | 11 September 2023 |
| Pages | 1437-1454 |
| DOI | https://doi.org/10.1108/ER-11-2022-0507 |
| Published date | 11 September 2023 |
| Subject Matter | HR & organizational behaviour,Industrial/labour relations,Employment law |
| Author | Swati Hans,Abdul Mohammad Nayeem,Sitamma Mikkilineni,Ritu Gupta |
Exploring the relationship between
generational diversity and
knowledge sharing: the moderating
role of workplace intergenerational
climate, boundary-spanning
leadership and respect
Swati Hans
Department of Human Resources, IFHE, Hyderabad, India
Abdul Mohammad Nayeem and Sitamma Mikkilineni
IFHE, Hyderabad, India, and
Ritu Gupta
Indian Institute of Management, Raipur, India
Abstract
Purpose –The current article investigates the impact of generational diversity on knowledge sharing and
group performance. It, further, explores the moderating effects of intergenerational climate, boundary-
spanning leadership, and respect in facilitating greater knowledge sharing and enhanced group performance.
Design/methodology/approach –The authors applied partial least square structural equation modeling to
test the model, using a sample of 635 employees working in the banking industry.
Findings –Results indicate that generational diversity negatively influences knowledge sharing among
employees at work. However, the moderating roles of intergenerational climate and boundary-spanning
leadership aid in mitigating this negative affect and facilitate knowledge sharing among employees, thereby,
resulting in better group performance.
Research limitations/implications –The study extends extant literature on generational diversity and
differences by examining its impact on knowledge sharing and group performance. Further, the study also
contributes by highlighting intergenerational climate and boundary-spanning leadership as key facilitators in
promoting knowledge sharing among employees. Future research may include other industries/contexts to
widen the generalizability of the findings and a longitudinal design to ascertain the causal effects.
Practicalimplications –This study identifies the need to effectively manage multigenerational workforce to
capitalize on the unique benefits of each generation. An intergenerational climate free from ageist attitudes and
employing leaders possessing boundary-spanning abilities would help organizations to create an inclusive
workplace.
Originality/value –The authors attempt to explore the relationship between generational diversity,
knowledge sharing, and group performance through the moderating effects of intergenerational climate and
boundary-spanning leadership, which has not been studied in the past.
Keywords Generational diversity, Knowledge sharing, Workplace intergenerational climate,
Boundary-spanning leadership, Respect, Empirical
Paper type Research paper
Generational
diversity and
knowledge
sharing
1437
Corrigendum: It has come to the attention of the publisher that the article, Hans, S., Nayeem, A.M.,
Mikkilineni, S. and Gupta, R. (2023), “Exploring the relationship between generational diversity and
knowledge sharing: the moderating role of workplace intergenerational climate, boundary-spanning
leadership and respect”,Employee Relations, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.
1108/ER-11-2022-0507, incorrectly stated the institution in which author Gupta R. is based. Our
guidelines state that the ScholarOne record must accurately include all affiliation details at initial
submission. Gupta R.’s affiliation was listed as “IIM Ranchi, Kharagpur, India”and has been amended to
“Indian Institute of Management Raipur, India”.
The current issue and full text archive of this journal is available on Emerald Insight at:
https://www.emerald.com/insight/0142-5455.htm
Received 11 November 2022
Revised 4 August 2023
11 August 2023
Accepted 16 August 2023
Employee Relations: The
International Journal
Vol. 45 No. 6, 2023
pp. 1437-1454
© Emerald Publishing Limited
0142-5455
DOI 10.1108/ER-11-2022-0507
Introduction
Over the recent decades, a remarkable shift in workforce demographics has been observed
globally (
€
Ozçelik, 2015;Teng et al.,2018). Some of the reasons for this shift include an aging
workforce, elimination or change of mandatory retirement age, increased life expectancy
becauseof improvedmedical facilities,bridge employment,and an influxof young professionals
(Brooke, 2003). The changingdemographics haveled to a multigenerationalworkforce in many
organizations (Kantarci and Van Soest, 2008;Lancaster and Stillman, 2002). The workplace
today comprises three to four generations working together. Multiple generations at work
resultsin a nonoverlappingknowledge, perspectives, experience,and expertiseuniquely drawn
from each generation leadingto a more extensive knowledge pool that helpsin better decision-
making, problem-solving, and attaining positive individual and organizational performance
(Wang and Wang, 2012;Argote and Ingram, 2000). However, each generation is differentfrom
theothers in certain keycharacteristicssuch as attitudes,beliefs, personalities, motivation,work
values, and workplace behaviors (Costanza et al., 2012;Becton et al.,2014;Singh et al., 2020).
Failureto recognizeand address thesedifferencesmay lead to undesirableconsequencessuch as
conflicts, diminished trust, misunderstandings, discrimination and dip in productivity and
commitment(Kunze et al., 2013;Pritchard and Whiting, 2015).
India has the largest and youngest employable population in the world despite that it will
see an increase in retirement age due to a lack of skilled workforce similar to other developed
nations (Brooke, 2003). This would result in the Indian workforce being more age-diverse
than ever before and demand the consideration of age/generation as an essential dimension of
human resource management research and practice. Organizations across the globe are
already acknowledging generational diversity as an essential form of diversity and taking
initiatives to address it. In particular, organizations in India are shifting their focus from
diversity as a program to diversity and inclusion as a business strategy, and 15% of their
diversity initiatives are centered on age/generation (Kundu and Mor, 2017). Saxena and Singh
(2019) reported that 12% of organizations in India had highlighted generation as a dimension
that defines diversity for them. Organizations realize that each generation has something
unique to contribute. It is essential to recognize different generations’expectations and work
styles to work together collaboratively to make the organization successful. Past research
highlighted that generationally diverse teams are critical for innovation and knowledge
sharing as each generation brings in a unique set of competencies and experiences with them.
Hence, it becomes paramount for organizations to effectively manage their multigenerational
workforce to derive unique benefits from each generation.
In a dynamic and competitive world, knowledge is one of the most critical organizational
resourcesthat helps in attaining superiorperformance and sustainablecompetitive advantage
(Nonaka et al.,1996). Knowledge sharing among employees positively influences group
performance and organizational performance (McKay et al.,2008). However, this knowledge
needsto be shared among employeesto make teams more effectiveand productive (Pinjani and
Palvia, 2013) and organizations more competitive (Argote and Ingram, 2000). Thus,
organizations should build a positive intergenerational climate (free of ageism) harmonious
for employees of different generations to share knowledge seamlessly.
Further, researchers posit that effective leadership behavior helps manage diversity at
work and enhances positive group outcomes (Al-Asfour and Larry, 2014). A leader can
addressnegativegroupprocessessuchasdiscriminatory behaviors, conflicts,
miscommunication, etc. (Homan and Greer, 2013) and facilitate knowledge sharing among
individuals (Lee et al., 2010;Xue et al., 2011). A notable form of leadership, boundary-spanning
leadership, effectively facilitates intergroup collaboration (Salem et al., 2018).
The current article attempts to address this gap by understanding how effective
management of generational diversity facilitates increased knowledge sharing, leading to
improved group performance. The purpose of this study is multifold; firstly, the study
ER
45,6
1438
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