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Methods for facilitating learning and knowledge transfer in multigenerational workplaces are of importance to organizations. Yet, intergenerational learning is vastly understudied in academic organizational literature. This conceptual paper aims to recommend future directions for studying intergenerational learning by examining three interrelated considerations.

General knowledge management concepts, various generationally based perspectives on training and low-stakes development initiatives, are examined by integrating the existing literature.

The authors suggest that improved learning will occur in organizations that facilitate targeted socialization, respond to new preferences and trends in development programs while leveraging multiple approaches including informal/individualized initiatives (such as on-the-job education, mentorship programs) and embrace multiple types of volunteering activities.

Although other work has reviewed intergenerational learning, this is the first research to focus on multigenerational learning while considering tacit and practical learning transference from inside and outside the organization.

The purpose of this paper is to conceptually explore building a culture of excellence from the ground up as well as evolving a current culture to one more focused on excellence.

This study reviewed extant research related to organizational cultures and cultures of excellence that have implications for building or evolving into these types of cultures.

The findings of this study suggest that the “people side” of organizations is crucial to forming a culture of excellence. Specific people-oriented considerations to forming such a culture include leveraging leaders and understanding other influences including diversity as well as external aspects. Changing culture must occur at the assumptions (and not just artifacts) level. Furthermore, there are many barriers to building a culture of excellence, many of which are also related to an organization’s people.

A qualitative grounded theory approach whereby researchers asked organizational members to define “culture of excellence” could help build a clearer model for the formation of cultures of excellence. Quantitative approaches should also test how successful the influencers, noted in this study are in creating cultures of excellence. This study’s conceptual links between cultures of excellence and performance should also be tested empirically.

This paper provides practitioners insight into the importance of culture and considerations for how to change an organizational culture.

This paper advocates for the importance of social considerations in the workplace regarding creating a culture of excellence.

To the best of the authors’ knowledge, this paper is the first that discusses creating a culture of excellence. Furthermore, it is one of only a handful of articles that links people to excellence.