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AGE-ility Challenges and Agendas for the Organization


Special issue call for papers from Journal of Organizational Change Management

Multi-generational Challenges: Integrating the age into ManAGEment and Organisation

Deadline for JOCM submission: 15 November 2013

Guest Editors:
Professor Carla Millar, Ashridge, UK and University of Twente, NL
Dr. Victoria Culpin, Director of Research, Ashridge Business School, UK

Businesses and organizations throughout the world are facing the challenges of employing an ageing workforce. Uncertainties pose challenges for companies and governments, and increase cross-generational and cross-cultural tensions between them.

The developed world is undergoing a remarkable transformation as its societies age, and the impact of this will ripple through all sectors of the global economy.  In the West, leadership and management of an increasingly ageing workforce will pose new challenges for managers and to the structures and working practices of their organizations.  There has, to date, been no substantive research on the impact of these demographic changes on the practice of management in the developed world and the implications for the next generation of its leaders and managers.

Simultaneously, emerging and developing countries (led by, but not limited to, the BRICS economies), are undergoing rapid industrialization and modernization. These efforts have been, and mostly continue to be, led and managed by generational cohorts with little or no histories (or training) within their own countries of company leadership and management development. Younger people (sometimes called Generation Y, and born in the late 70’s and early 80’s) are increasingly entering emerging and developing country workforces with different expectations and assumptions than those of the people leading and managing their companies. There is, to date, little substantive research on (optimizing) the effectiveness and of cross-generational working in companies within emerging/developing countries.

The main issues and questions arising include:

• Creating novel approaches to managing an ageing and multi-generational workforce: how to manage ‘longer generations’ / senior talent management / end of career transitions / creative use of older generation during transitions
• Generating new theories of both motivation and leadership issues, namely the motivation of the younger generation to manage older generations well and the motivation of older generation to manage/mentor the younger generation or be managed by them
• Studying Implications for employee engagement: the heart of positive organisations/ meaningful work
• Designing Interaction of increasing multi-generational work-patterns  and accounting for the changing role of women in management / work-life balance
• Tracing the role of stakeholder led innovation and strategy on managing the longer generation / the change the organisation needs to make outside its own boundaries
• Identifying cultural differences in ageing and dealing with an older generation
• Detecting challenges for management development for the multi-generation at work
At the end of the day we would like to know what developed, emerging and developing country-based leaders and managers can learn from each other about multi-generational working.

Specifically, we are seeking submissions that address one or more of the following topics (and we note at the outset that this is not an exhaustive listing nor are they in a prioritized order); they must have a major focus on challenges for multi-generational organizations

• Theoretical  or experience papers that analyse these issues; 
• Theoretical models for multi-stakeholder engagement in ageing and well-being at work and where in the organisation such skills should be placed;
• Theory embedded richly textured examples of successes and/or failures in such engagements that provide clear and unambiguous insights and lessons for managers moving forward;
• Issue groups for the young;
• New career management challenges for men and women now the age barrier changes;
• Cultural differences and influences in managing multi-generational organisations
Review Process and Submission
• All manuscripts will be double-blind reviewed.
• Manuscripts ( 4000-5000 words) should be submitted as an email Word attachment to
[email protected].
• Please indicate clearly, both in the email heading and on your paper, that your submission is for “JOCM special issue on AGE-ility”.
• Paper details:
o First page: manuscript title and names, institutional affiliation, and contact information for each of the authors.
o Second page: manuscript title and brief (100 word maximum) biography of each of the authors.
o Third page: manuscript title and brief (250 word maximum) abstract of the paper.

Next to original papers addressing the theme of this JOCM Special Issue, we most welcome (revisions of) any papers that have been presented and discussed at the above conference (see www.ashridge.org.uk/AIRC3): however, they must be submitted separately to  [email protected],nl, indicating both in the email heading and on the paper clearly that the submission is for “JOCM”,  by the deadline of 15th  November 2013.