Organisational age cultures

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 expectation...

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Bibliographic Details
Main Author: Zacher, Hannes
Format: Article
Language:English
Published: 2014
Subjects:
Small Business
Organisational Culture
Older Employees
Attitudes
Ageing
Age
LEADER 01574nab a22001937a 4500
008 160615b2014 xxu||||| |||| 00| 0 eng d
100 |a Zacher, Hannes 
245 |a Organisational age cultures  |c The interplay of chief executive officers age and attitudes 
260 |c 2014 
300 |a 327-349 
520 |a 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. 
650 |a Small Business 
650 |a Organisational Culture 
650 |a Older Employees 
650 |a Attitudes 
650 |a Ageing 
650 |a Age 
773 |a International Small Business Journal  |d May 
999 |c 41826  |d 41826 

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