Organisational age cultures: The interplay of chief executive officers age and attitudes toward younger and older employees
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In: International Small Business Journal , Vol. 32, No. 3, 05.2014, p. 327-349.
Research output: Journal contributions › Journal articles › Research › peer-review
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TY - JOUR
T1 - Organisational age cultures
T2 - The interplay of chief executive officers age and attitudes toward younger and older employees
AU - Zacher, Hannes
AU - Gielnik, Michael
PY - 2014/5
Y1 - 2014/5
N2 - 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.
AB - 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.
KW - Business psychology
KW - Entrepreneurship
KW - age
KW - ageing
KW - attitudes
KW - older employees
KW - organisational culture
KW - small business
UR - http://www.scopus.com/inward/record.url?scp=84898908462&partnerID=8YFLogxK
U2 - 10.1177/0266242612463025
DO - 10.1177/0266242612463025
M3 - Journal articles
VL - 32
SP - 327
EP - 349
JO - International Small Business Journal
JF - International Small Business Journal
SN - 0266-2426
IS - 3
ER -