Organisational age cultures: The interplay of chief executive officers age and attitudes toward younger and older employees
Zacher, Hannes & Gielnik, Michael M. (2014) Organisational age cultures: The interplay of chief executive officers age and attitudes toward younger and older employees. International Small Business Journal, 32(3), pp. 327-349.
This article investigates the interactive effects of chief executive officer (CEO) age and CEO attitudes toward younger and older employees on organisational age cultures. Data was collected from 66 CEOs of small and medium-sized businesses and 274 employees. Results were consistent with expectations based on organisational culture and upper echelons theories. The relationship between CEO age and organisational age culture for younger employees was negative for CEOs with a less positive attitude toward younger employees and positive for those with a more positive attitude toward younger employees. The relationship between CEO age and organisational age culture for older employees was positive for CEOs with a more positive attitude toward older employees and non-significant for those with a less positive attitude toward older employees. The findings provide initial support for the existence of organisational age cultures, suggesting that these cultures can be predicted by the interplay of CEO age and age-related attitudes.
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|Item Type:||Journal Article|
|Keywords:||Age, Ageing, Attitudes, Older employees, Organisational culture, Small business|
|Subjects:||Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Organisational Behaviour (150311)|
|Divisions:||Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
|Deposited On:||01 Feb 2016 23:31|
|Last Modified:||04 Feb 2016 04:54|
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