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This study aims to evaluate The World Café (TWC) method as a social collaborative learning environment. TWC is a widely used large-scale intervention for such things as organizational change and development or community development programs.

Three World Cafés were organized as part of a university research project on promoting sustainability-oriented innovation in the logistics sector. A total of 18 participants representing public and commercial organizations were interviewed on their experiences.

Learning processes are linked to social and cognitive aspects that TWC intervention effectively structures.

If a World Café is implemented according to the basic principles, it can be an effective environment for organizing non-formal learning in organizations.

Although the gray literature on World Cafés is full of anecdotal evidence about its effectiveness, there is a dearth of empirical research underpinning the claims.

The purpose of this paper is to explore the concept of intergenerational learning as a way for organizations to deal with an ageing worker population in a positive and constructive way.

The paper employs a thematic synthesis of qualitative literature and considers all types of sources including quantitative scientific reports, reports on case studies, practitioner reports, social program evaluations and White Papers.

The paper points out that intergenerational learning is an effective way to organize learning at the workplace as it appeals to older worker motivations and learning styles, benefiting both worker and organization.

The paper leads to several testable hypotheses concerning intergenerational learning. There also needs to be more work on how cognitive differences might affect interactive processes in intergenerational learning groups.

This paper can give managers ideas on organizing intergenerational learning as a strategy for dealing with an ageing worker population.

This paper opens up new possibilities for both researchers and practitioners of workplace learning by using age and other concepts of diversity as a building block for organizing learning environments.

The purpose of this article is to discuss some of the challenges organizations face in regards to an ageing workforce and to present the results of an European Union project called SILVER (see www.intergenerationallearning.eu) that developed a toolkit to help management in knowledge-intensive organizations deal with older personnel in a positive and effective manner by organizing intergenerational learning.

This study involved interviews with 32 international human resource managers and a local survey of more than 1,100 mid and upper-level managers. Testing and evaluation of the toolkit was done in 43 organizations.

Older workers bring several challenges with them, namely, ensuring continuous learning, social issues and diversity. The toolkit helps to deal with these challenges in a flexible and constructive way.

This article gives insights into how older workers can positively contribute to learning in organizations.

To illustrate the possibilities of implementing intergenerational learning as a strategy for promoting older worker learning and development.

Review of literature.

Intergenerational learning is theoretically a natural and effective way for organizations to maintain competitive advantage in an ageing society.

There needs to be empirical work that actually tests the theoretical propositions.

While intergenerational learning is not a new concept, using it as a strategy for assuring older worker learning is a new application.

The purpose of this paper is to present the results of a business-university collaborative research project that looked to define lower management competencies in the year 2025, specifically for complex, knowledge-intensive organizations.

The research was done together with a large local airport. Data were gathered by a team of five researchers using focus groups and interviews with 47 employees from 15 different business units. Data were analyzed using thematic and summative content analysis.

The author found that in order for employees to be effective in a learning organization, they will need to be able to switch between roles. Roles are a combination of fundamental and functional competencies. The former are relational in nature and needed to function throughout the broader organization. The latter are knowledge-related and needed to perform-specific functions.

Limitations are linked to the generalizability of the results and the fact that the research was organization centric, meaning broad societal changes that might affect individuals’ attitudes and in turn their attitude toward work were not considered. This research does, however, raise some important issues about working effectively in complex organizations and the role higher education has in preparing students.

Curricula designers in higher education can use the findings to help adapt their current approach to teaching and learning.

Most work on defining competencies for curricula development fails to delineate between fundamental and functional competencies. There is also little empirical work on how roles can be developed.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

You cannot teach an old dog new tricks. Or so they say, but if the “old dogs” reference is a euphemism for the older working person, the saying had better not be true. The older workers – particularly the baby boomer generation born between 1946 and 1964 – are likely to be part of the workforce for a while longer than might have been expected as falling birth rates after the post-war “boom” and later retirement ages caused by the economic needs of the person concerned and the economy as a whole, combine to create a higher average age of the workforce.

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to digest format.