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Demonstrates the usefulness of combining retail market segmentation with competitive analysis as a very effective method to understand the dynamics of retail markets and to analyse strategic options for supermarket chains. Attempts to advance the market segmentation research by narrowing the gap between the academically oriented research on segmentation and the practical application of segmentation research. Applies the recommended methodology to a largescale investigation and discusses the empirical findings along with strategic implications for supermarket retail chain organizations.

The purpose of this paper is to investigate how, if at all, organizational dynamics changed at US airlines after an industry wide modification to mandatory retirement age regulations in 2007. Findings challenge assumptions that society, organizations, and employees will all unequivocally benefit from abolishing mandatory retirement by investigating the impact of age-related policy changes on US airline pilots.

In total, 43 semi-structured interviews were conducted with captains and copilots from US airlines between September 2010 and July 2011. From this data set, two informant subgroups emerged: first, senior captains averaging 59 years of age; and second, junior pilots averaging 43.5 years of age.

Findings revealed that both senior and junior pilots reported retirement age policy changes created an antagonistic environment, pitting employees against each other in competition over scarce resources.

Paper findings are based on empirical materials collected during an 11 month snapshot-in-time between September 2010 and July 2011 and interview data are based on a small subgroup of US airline pilots who self-selected to participate in the study. Therefore, findings are not unbiased and may not be generalizable across all airlines’ pilot workgroups.

Considerable research has been conducted identifying the policy and practice changes that employers need to adopt to retain older workers. However, few studies consider the psychological impact of these age-related workplace changes on employees or the organizational psychodynamics they might trigger.

This paper makes two main contributions. First, through use of the psychoanalytic construct of the Oedipus complex, the paper sheds light on some of the psychodynamic consequences of age-related policy changes. Second, it challenges assumptions about workforce aging and the underlying causes of intergenerational conflict, highlighting ways that policy changes intended to eradicate discrimination against older workers can result in age discrimination against younger employees.