A cross-generational learning in organizations: the case of four civil engineering firms

Purpose This study explores how cross-generational learning is implemented and conditioned in organizations and the role of management in this process. Design/methodology/approach This is a multiple case study research. Findings The study identified three features of cross-generational learning (CGL): 1. CGL is a role-based practice where participants serve as either knowledge givers or receivers. 2. Knowledge transferred between generations, especially from the senior to the junior generation, is embedded in the organization’s work practices and bounded by path dependence. 3. Appropriate management commitment to CGL can mitigate the power and path dependence of the seniors, primarily through the active engagement of junior employees and the design of practices for equal knowledge co-creation. Research limitations/implications The study is exploratory and needs further examination with more cases and populations. Practical implications First, management can cultivate organizational learning by assigning appropriate roles to each generation. Senior and junior employees possess different knowledge and capability strengths. Second, management should promote a culture of psychological safety. The effectiveness of CGL largely depends on the status and authority of the knowledge giver, which may be influenced by their past experiences. Third, management can leverage CGL to enhance corporate innovation by acknowledging that past experiences play a crucial role in its development. Originality/value The study shows effective cross-generational learning can be conducted by assigning appropriate roles for each generation in their work practices. It also reveals that companies can help facilitate better learning among generations by designing and implementing knowledge management processes and systems that encourage juniors’ participation and contribution to product development and business operations. Last but not least, this study proves that managerial understanding and support can balance the influence of senior and junior generations by mitigating excessive power and curbing the influence of path dependency from one side.