Please use this identifier to cite or link to this item: https://doi.org/10.1177/0266242612463025
Title: Organisational age cultures: The interplay of chief executive officers age and attitudes toward younger and older employees
Authors: Zacher, H.
Gielnik, M.M. 
Keywords: age
ageing
attitudes
older employees
organisational culture
small business
Issue Date: 2014
Citation: Zacher, H., Gielnik, M.M. (2014). Organisational age cultures: The interplay of chief executive officers age and attitudes toward younger and older employees. International Small Business Journal 32 (3) : 327-349. ScholarBank@NUS Repository. https://doi.org/10.1177/0266242612463025
Abstract: 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. © The Author(s) 2012.
Source Title: International Small Business Journal
URI: http://scholarbank.nus.edu.sg/handle/10635/124964
ISSN: 17412870
DOI: 10.1177/0266242612463025
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