INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2818

www.rsisinternational.org

Generational Differences and Organizational Behavior: Mapping

Trends, Gaps, and Future Directions

Noorlailahusna Mohd Yusof

*, Azlyn Ahmad Zawawi

, Hafizah Hammad Ahmad Khan

, Azyyati

Anuar

Faculty of Administrative Science and Policy Studies, UiTM Cawangan Kedah, Kampus Sungai Petani,

Malaysia

Faculty of Business and Management, University Teknologi MARA (UiTM) Cawangan Kedah,

Kampus Sungai Petani, Malaysia

Faculty of Business and Management, Digital Innovation and Social Entrepreneurship, University

Teknologi MARA (UiTM) Cawangan Kedah, Kampus Sungai Petani, Malaysia

Corresponding Author

DOI: https://dx.doi.org/10.47772/IJRISS.2025.910000229

Received: 09 October 2025; Accepted: 15 October 2025; Published: 08 November 2025

ABSTRACT

Generational differences in organizational behavior have become a widely debated topic in both scholarly and

managerial contexts, with claims that varying values, attitudes, and workplace behaviors across cohorts

significantly influence organizational outcomes. Despite the popularity of generational discourse, the empirical

evidence remains fragmented and, at times, inconclusive, leading to persistent misconceptions and gaps in

understanding. Addressing this problem, the present study aims to systematically map existing research on

generational differences in organizational behavior, critically analyze prevailing trends, identify conceptual and

methodological gaps, and propose future directions for inquiry. Using Scopus AI analytics, the study employed

an integrative AI-assisted research landscape approach guided by a targeted search string encompassing

constructs of generational identity, organizational behavior, motivation, communication, and leadership. The

analysis drew on Scopus AI’s features, including summary and expanded summary, concept mapping,

identification of topic experts, and detection of emerging themes. Findings reveal that while generational cohorts

exhibit some differences in work values, job satisfaction, commitment, creativity, and turnover intentions,

fundamental motivations remain relatively consistent across age groups. Moreover, gaps persist in the

overreliance on Western contexts, underrepresentation of older workers and Generation Z, and limited

longitudinal or mixed-methods designs. The study highlights the importance of integrating lifespan development

and social constructionist perspectives to enrich the theoretical framing of generational research. Practically, the

results suggest that organizations should avoid stereotyping based on generational labels and instead foster

inclusive, flexible strategies that accommodate individual and cultural diversity. Overall, the study advances a

nuanced understanding of generational dynamics in organizational behavior and charts pathways for future

research.

Keywords: Generational differences, Organizational behavior, Work values and attitudes, Multigenerational

workforce, Employee engagement

INTRODUCTION

Understanding generational differences in organizational behavior has become increasingly critical in

contemporary workplaces characterized by demographic diversity and rapid socio-economic transformation.

Organizations today comprise multiple generational cohorts, including Baby Boomers, Generation X,

Millennials, and Generation Z, each with distinct values, expectations, and behavioral patterns (Powers & Myers,

2016; Jonck et al., 2017). These variations shape employee attitudes toward work-life balance, job satisfaction,

and organizational commitment, thereby influencing overall workplace dynamics (Westerman & Yamamura,

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2819

www.rsisinternational.org

2007; Yao et al., 2014). As organizations navigate evolving labor markets and shifting cultural expectations,

understanding how generational cohorts engage with work becomes a central concern for both scholars and

practitioners.

Despite the growing scholarly interest in this area, research on generational differences in organizational

behavior remains fragmented and contested. Studies highlight that younger generations, particularly Millennials

and Generation Z, prioritize self-development, social interaction, and flexible work arrangements, whereas older

cohorts often demonstrate higher job satisfaction and stronger organizational commitment (Akhavan Sarraf et

al., 2017; Boehm & Kunze, 2015). Similarly, leadership and management practices must adapt to these

differences, with evidence suggesting that micromanagement universally diminishes job satisfaction, though its

effects are more pronounced among younger employees (Kamarudin et al., 2023). However, many of these

findings are constrained by methodological inconsistencies and limited theoretical frameworks, restricting the

ability to generalize across contexts (Lyons & Kuron, 2014).

A further limitation of current scholarship is its heavy reliance on Western-centric studies, which often overlook

cultural and contextual variations in shaping generational identities (Akhavan Sarraf et al., 2016). For instance,

research in Iran demonstrates how cultural norms produce unique generational dynamics not adequately

explained by Western frameworks. Moreover, scholars have argued for more comprehensive theoretical

integration, suggesting that perspectives from social constructionism and lifespan development theory could

advance understanding of generational differences (Nakagawa & Kobayashi, 2024). These gaps highlight the

need for interdisciplinary and contextually sensitive approaches that move beyond simplistic generational

stereotypes.

Against this backdrop, the present study aims to map existing research on generational differences in

organizational behavior, critically analyzing trends, identifying conceptual and methodological gaps, and

suggesting future directions. Specifically, the study employs a concept mapping approach to synthesize insights

across disciplines, engage with expert perspectives, and surface emerging themes in the literature. By

systematically organizing knowledge in this field, the study seeks to offer both theoretical clarity and practical

insights for organizations navigating generationally diverse workforces.

The contribution of this paper is threefold. First, it provides a comprehensive analysis of how generational

differences intersect with organizational behavior, offering an integrative framework that reconciles fragmented

findings. Second, it advances theoretical development by highlighting underexplored perspectives and

advocating for interdisciplinary approaches. Third, it generates actionable implications for organizational

leaders, policymakers, and practitioners, emphasizing tailored strategies to enhance engagement, collaboration,

and retention across generational cohorts. The paper is structured as follows: the next section reviews existing

literature on generational differences in organizational behavior, followed by the methodology employed to map

trends and identify emerging themes. The results and discussion section integrates key findings with relevant

theories, while the conclusion outlines practical implications, research gaps, and avenues for future inquiry.

LITERATURE REVIEW

Research on generational differences in organizational behavior has revealed diverse perspectives concerning

work values, attitudes, and motivations across cohorts. Kinger and Kumar (2023) observed that Baby Boomers

prioritize status and extrinsic rewards, while Generation X and Y emphasize autonomy, collaboration, and

flexibility. Similarly, Powers and Myers (2016) highlighted that Millennials place high importance on work-life

balance, recognition, and open communication. These differences extend to job satisfaction, as Yao et al. (2014)

found that younger cohorts generally exhibit higher satisfaction levels compared to their older counterparts.

However, while distinct generational patterns exist, studies such as Jonck, van der Walt, and Sobayeni (2017)

caution that contextual and cultural variables may shape how generational values manifest within specific work

environments, emphasizing the need for nuanced interpretations rather than broad generalizations.

Generational distinctions also significantly influence organizational commitment, turnover intentions, and

engagement levels. Lee, Oh, and Kim (2025) found that Millennials tend to have higher turnover intentions than

older employees, with organizational culture playing a more substantial role than compensation in retention

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2820

www.rsisinternational.org

outcomes. Similarly, Redditt, Gregory, and Ro (2019) reported that organizational commitment in the timeshare

industry varies across generational cohorts, suggesting that customized HR strategies are necessary to maintain

employee loyalty. Engagement-related studies reinforce these findings, with Akhavan Sarraf et al. (2017)

demonstrating variations in vigor, dedication, and absorption across generations. Nonetheless, Sulphey (2024)

argued that generational identity does not strongly moderate the relationship between behavioral antecedents

(e.g., self-efficacy, organizational commitment) and creativity, indicating that while engagement levels differ,

core motivational drivers may remain relatively consistent across age groups.

At the organizational level, managing a multigenerational workforce demands adaptive leadership and tailored

HR practices. Johnson and Lopes (2008) emphasized that traditional management assumptions must be re-

evaluated to accommodate evolving generational expectations. Effective leadership approaches, such as

minimizing micromanagement and fostering trust, have been shown to enhance job satisfaction across

generations (Kamarudin et al., 2023). Additionally, research conducted in non-Western contexts, such as Iran

and Saudi Arabia, reveals that generational characteristics are mediated by cultural and social norms (Akhavan

Sarraf et al., 2016; Sulphey, 2024). Collectively, these studies underscore that while generational differences in

work behavior exist, their impact is context dependent. Organizations that integrate generational awareness into

leadership, communication, and HR strategies are better equipped to cultivate engagement, reduce conflict, and

strengthen overall organizational performance.

METHODOLOGY

This study employed Scopus AI Analytics as its primary methodological approach, with the analysis conducted

on 2nd October 2025. The aim was to map existing research on generational differences in organizational

behavior by critically analyzing prevailing trends, identifying conceptual and methodological gaps, and

suggesting future directions. The use of Scopus AI enabled a comprehensive and systematic exploration of the

research landscape by integrating multiple analytical outputs, including Summary, Expanded Summary, Concept

Map, and Emerging Themes (see Fig. 1). This multifaceted approach ensured that the findings were both rigorous

and aligned with contemporary AI-assisted research landscape standards.

Fig. 1 Scopus AI’s Analytical Integration

The first stage involved constructing a carefully designed search string to capture the breadth of scholarship on

generational differences in organizational behavior. The query was formulated as follows: ("generational" OR

"age" OR "cohort" OR "demographic") AND ("differences" OR "variations" OR "divergences" OR "disparities")

AND ("organizational behavior" OR "workplace behavior" OR "employee behavior" OR "work behavior") AND

("motivation" OR "engagement" OR "satisfaction" OR "performance") AND ("communication" OR

"collaboration" OR "interaction" OR "teamwork") AND ("leadership" OR "management" OR "supervision" OR

"guidance"). This strategy ensured both inclusivity and specificity, balancing broad coverage with targeted

relevance.

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2821

www.rsisinternational.org

The Summary provided by Scopus AI offered a high-level overview of the field, highlighting how research has

increasingly focused on intergenerational variations in work values, engagement, and leadership responses. The

Expanded Summary offered deeper granularity by disaggregating insights into themes such as methodological

inconsistencies, cultural contextualization, and the practical implications of managing generationally diverse

workforces. The Concept Map visually structured these insights, enabling the identification of relational linkages

between key domains, such as the interaction of leadership practices with motivational outcomes across cohorts.

Through this, the study was able to map conceptual overlaps and divergences, illustrating how themes such as

communication and collaboration cut across multiple disciplinary boundaries. The Emerging Themes feature

was particularly critical in surfacing novel directions for inquiry, including the role of digital technologies in

shaping generational engagement, the integration of non-Western perspectives, and the call for qualitative

explorations of generational dynamics. This ensured that the study not only synthesized existing knowledge but

also illuminated underexplored areas that could inform future research trajectories.

By combining these analytical outputs, the methodology provided a comprehensive mapping of the literature

that aligns with the study’s objectives: to critically analyze trends, identify conceptual and methodological gaps,

and highlight directions for future inquiry. The approach ensured that the findings were systematic, reproducible,

and rooted in the most recent AI-assisted research landscape advances, thereby contributing both methodological

rigor and practical value to the field of organizational behavior.

RESULT AND DISCUSSION

The results and discussion of this study are structured around the integrated outputs generated through Scopus

AI Analytics, which provided a multidimensional overview of the research landscape on generational differences

in organizational behavior. The outputs, comprising the Summary and Expanded Summary, Concept Map, and

Emerging Themes, collectively provide a multi-dimensional perspective that not only synthesizes established

knowledge but also highlights areas of contestation, intellectual leadership, and emerging directions for inquiry.

Summary and Expanded Summary

The analysis of the Summary and Expanded Summary generated highlights several important trends, persistent

gaps, and critical directions in the study of generational differences and organizational behavior. Current research

demonstrates a strong consensus that generational cohorts differ in their values, attitudes, and behaviors,

particularly in relation to work motivation, engagement, and satisfaction. For example, Millennials have been

consistently shown to place greater emphasis on work–life balance and career freedom compared to Baby

Boomers, who are more likely to value job stability and extrinsic rewards (Kinger & Kumar, 2023; Powers &

Myers, 2016). Similarly, differences in job satisfaction and organizational commitment have been identified,

with older employees often reporting higher satisfaction than younger counterparts, highlighting the need for

organizations to adopt differentiated strategies to sustain engagement across cohorts (Westerman & Yamamura,

2007; Yao et al., 2014). These findings confirm that generational diversity significantly shapes organizational

behavior outcomes, thereby requiring adaptive management approaches.

The expanded synthesis also highlights that generational differences manifest not only in values but also in work-

related attitudes such as turnover intention, job involvement, and organizational citizenship behaviors. For

instance, Millennials are reported to have higher turnover intentions, with organizational culture exerting a

stronger effect on their retention compared to other groups (Lee et al., 2025). Moreover, evidence suggests that

these differences extend to how employees approach engagement, communication, and collaboration, with

younger cohorts placing greater importance on self-development and social interaction (Akhavan Sarraf et al.,

2017). However, some meta-analyses indicate that generational differences in workplace behavior may be

moderate to small, suggesting that organizational context, professional age, and workplace socialization may

override generational distinctions in shaping employee behavior (Costanza et al., 2012; Widén et al., 2020).

Despite these insights, the review reveals several persistent gaps. Methodological inconsistencies continue to

hinder the generalizability of findings, with many studies relying on cross-sectional surveys and lacking coherent

theoretical grounding (Lyons & Kuron, 2014; Rathi & Kumar, 2023). Cultural limitations are also apparent, as

much of the literature remains Western-centric, with limited exploration of generational dynamics in non-

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2822

www.rsisinternational.org

Western contexts such as Asia and the Middle East (Akhavan Sarraf et al., 2016). This creates an incomplete

picture of how local norms and values shape generational behavior. Additionally, there remains insufficient

integration of lifespan development and social constructionist theories, which could help move beyond

descriptive categorizations of cohorts toward a more nuanced theoretical framework (Nakagawa & Kobayashi,

2024).

Future directions identified in the expanded summary emphasize the need for interdisciplinary and contextually

grounded research. Scholars argue that generation should be understood as a social force rather than merely a

demographic variable, requiring studies that integrate psychological, sociological, and cultural perspectives

(Koles & Nagy, 2014). Moreover, qualitative approaches are increasingly recommended to uncover mediators

and moderators of generational influences on work outcomes (Lyons & Kuron, 2014). Practical implications are

equally significant: organizations must recognize the heterogeneity within and across generational cohorts to

design leadership practices, communication strategies, and retention policies that foster intergenerational

collaboration and minimize conflict (Lub et al., 2024; Boehm & Kunze, 2015).

In sum, the summary and expanded review demonstrate that while generational differences remain a salient

factor in organizational behavior, their explanatory power is complex and contingent upon methodological rigor,

cultural context, and organizational dynamics. By addressing these gaps, future research can contribute to more

holistic frameworks that not only theorize generational diversity but also guide organizations in developing

inclusive strategies for managing multigenerational workforces.

Concept map

The concept map generated provides a structured visualization of the intellectual landscape surrounding research

on generational differences in organizational behavior. At its core, the map organizes the field into three primary

clusters, trends, gaps, and future directions, each reflecting distinct yet interconnected dimensions of scholarly

inquiry.

Fig. 2 Conceptual framework of generational differences in organizational behavior

The future directions in the study of generational differences in organizational behavior

The results of this review highlight that future directions in the study of generational differences in organizational

behavior demand stronger theoretical integration. While existing studies have described work values and

attitudes across generational cohorts, scholars stress the importance of advancing theoretical underpinnings.

Nakagawa and Kobayashi (2024) argue that integrating the social constructionist and lifespan development

perspectives offers a promising framework to understand how generational identities are socially shaped while

simultaneously influenced by developmental processes. This integration would help scholars move beyond

descriptive accounts toward a more comprehensive theory of generational dynamics in organizations.

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2823

www.rsisinternational.org

At the same time, reviews of the field emphasize the need for more nuanced and theoretically informed agendas.

Lyons and Kuron (2014) note that much of the research has remained fragmented, focusing primarily on

differences in work values or satisfaction without embedding these within broader organizational or societal

contexts. By deepening theoretical foundations, future research could clarify whether observed differences

reflect true generational effects, life-stage variations, or broader sociohistorical influences. Such clarification is

essential to avoid oversimplification and stereotyping of generational cohorts in organizational practice.

Another important direction lies in understanding the practical implications of generational diversity for

organizational outcomes. Westerman and Yamamura (2007) show that aligning generational preferences with

work environment fit contributes to job satisfaction and organizational commitment, highlighting how

generational characteristics directly influence employee retention and leadership development. This finding

suggests that future studies should continue exploring how values and preferences differ across cohorts while

also identifying organizational strategies that can foster inclusive environments tailored to multiple generational

needs.

Despite the popularity of generational research, meta-analytic evidence indicates that the strength of these

differences may be smaller than often assumed. Costanza et al. (2012) found that relationships between

generational membership and work-related attitudes are generally moderate to small. This suggests that while

generational identity plays a role, organizations should avoid overemphasizing its impact at the expense of other

factors such as personality, organizational culture, or professional tenure. Future research should therefore adopt

a balanced approach, recognizing both the symbolic importance of generational categories and the limitations of

their explanatory power in predicting behavior.

Finally, recent studies suggest that heterogeneity within generational cohorts must be taken into account. Egerová

et al. (2021) demonstrate that employment expectations among Generation Y and Generation Z differ not only

across generations but also within them, influenced by gender, geography, and social context. This highlights a

critical research agenda: moving beyond monolithic representations of generations to examine how intersecting

factors shape workplace attitudes and behaviors. Addressing this complexity will enable organizations to design

more equitable and context-sensitive human resource strategies, ensuring that generational research remains

relevant in increasingly diverse and globalized workplaces.

The gaps in generational differences and organizational behavior

The exploration of generational differences in organizational behavior has gained prominence, particularly as

workplaces become increasingly diverse in terms of age and values. Despite widespread assumptions regarding

distinct generational traits, much of the discourse remains influenced by popular beliefs rather than clear

empirical evidence. Cody, Green, and Lynch (2012) emphasized that the notion of generational gaps in

workplace behavior is often overstated, as many studies fail to provide consistent evidence supporting these

claims. This highlights the need to critically assess whether observed differences are genuinely generational or

instead shaped by contextual factors such as career stage, socioeconomic background, or organizational culture.

The persistence of misconceptions highlights a fundamental gap in understanding the nuanced dynamics of

generational diversity.

Research has, however, identified certain differences in work values and attitudes that carry implications for

organizational outcomes. For example, Kinger and Kumar (2023) demonstrated that Baby Boomers in India tend

to prioritize status and extrinsic values more strongly than Generation X and Generation Y, a divergence that

can influence productivity, workplace morale, and team cohesion. These findings suggest that while not all

generational stereotypes are valid, there remain meaningful distinctions in value systems that can affect

employee motivation and performance. The generational composition of the workforce, therefore, requires

managers to develop strategies that accommodate varying expectations around recognition, rewards, and career

progression.

Another area where generational differences manifest is in the relationship between psychological empowerment

and job performance. Ibrahim et al. (2024) found significant generational variations in Malaysia, where younger

employees perceived empowerment differently than older counterparts, influencing both their performance and

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2824

www.rsisinternational.org

organizational commitment. Similarly, Shragay and Tziner (2011) highlighted that the positive effects of job

involvement on organizational citizenship behavior were more pronounced among Generation X than Generation

Y. These findings point to the possibility that generational identity mediates the link between psychological

drivers and behavioral outcomes, thereby requiring managers to adopt differentiated approaches to fostering

engagement and discretionary effort across generational cohorts.

Technology use and adaptation present another critical dimension in generational differences. Choudhary et al.

(2024) noted that technological practices diverge substantially across generations, contributing to gaps in

motivation, communication, collaboration, and productivity. Older employees may face challenges in adapting

to rapid technological change, while younger employees are often expected to lead digital transformation. Such

divides highlight the need for organizational policies that integrate training, mentoring, and inclusive technology

adoption strategies to prevent intergenerational friction. Similarly, Akhavan et al. (2017) showed generational

disparities in job engagement within an industrial setting in Iran, reinforcing the utility of generational analysis

as a segmentation criterion in workforce management and organizational behavior research.

Taken together, the literature reveals both trends and gaps in the study of generational differences in

organizational behavior. While evidence suggests that values, attitudes, and technology adoption vary across

cohorts, there is still insufficient clarity on whether these differences stem from generational identity or broader

socio-contextual factors. The current body of work points toward the importance of tailoring human resource

practices to accommodate diverse motivational drivers, work attitudes, and technological needs. Future research

should move beyond descriptive comparisons to examine mechanisms that explain why and how generational

differences matter, employing longitudinal and cross-cultural designs to disentangle generational effects from

age-related or contextual influences. Such efforts will advance theoretical understanding and provide practical

guidance for managing intergenerational workplaces in an era of rapid demographic and technological change.

The trends in generational differences and organizational behavior

The examination of generational differences in organizational behavior has revealed several trends that shape

contemporary workplace dynamics. Despite the widespread discourse on generational distinctions, empirical

research suggests that fundamental motivations across generations are not as divergent as often portrayed.

Johnson and Lopes (2008) argued that intergenerational variations in organizational behavior are less

pronounced than assumed, with age cohorts sharing similar core motivations and workplace expectations. This

challenges the stereotypical view of sharp divides between generations and highlights the importance of

considering organizational context, role expectations, and life stages alongside generational identity.

Nevertheless, studies consistently report variations in work values and attitudes that influence behavior within

organizations. Shragay and Tziner (2011) found that generational identity moderates the link between job

involvement and organizational citizenship behavior, with Generation X showing stronger positive effects

compared to Generation Y. Similarly, research has identified differences in work centrality, work ethic, and job

satisfaction across cohorts (Powers & Myers, 2016; Kinger & Kumar, 2023). These distinctions suggest that

while fundamental motivations may align across age groups, generational experiences shape value systems and

attitudes that affect engagement and discretionary workplace behaviors.

Generational differences also extend to employee engagement, organizational commitment, and intention to stay.

For instance, Redditt, Gregory, and Ro (2019) found that variations in commitment across generational groups

influenced turnover intentions within the hospitality sector. Similarly, Sulphey (2024) highlighted that

generational traits can shape behavioral antecedents of employee creativity, thereby influencing innovative

capacities within organizations. These findings indicate that generational dynamics not only affect traditional

organizational outcomes such as commitment but also extend to emerging concerns such as creativity and

innovation in rapidly changing workplaces.

Trends further point to generational disparities in turnover intention and the moderating role of organizational

culture. Lee, Oh, and Kim (2025) reported that Millennials exhibit higher turnover intention than other cohorts,

though hierarchical organizational cultures tend to mitigate this effect. This suggests that generational differences

interact with organizational structures, making culture a crucial factor in managing generationally diverse

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2825

www.rsisinternational.org

employees. In parallel, workplace systems that align cultural values with generational expectations may reduce

attrition risks while enhancing employee satisfaction and loyalty.

Interestingly, not all assumed generational gaps hold true. Bidian, Evans, and Frissen (2022) demonstrated that

preferences for knowledge sharing and ICT modalities show no significant generational differences, implying

that perceptions of technological divides may be overstated. This highlights an emerging trend where

generational differences are sometimes more a matter of perception than reality. Taken together, these studies

reveal that while there are observable differences in values, attitudes, and behavioral outcomes across

generations, many workplace similarities persist. Understanding these nuanced dynamics can help managers

leverage generational diversity without reinforcing stereotypes, while future research should disentangle

perceived differences from empirically grounded patterns.

CONCLUSION

This study examined the landscape of research on generational differences in organizational behavior, with a

focus on identifying prevailing trends, conceptual and methodological gaps, and directions for future inquiry.

The findings suggest that while generational cohorts do display variations in work values, attitudes, and

behaviors, such as job satisfaction, organizational commitment, creativity, and turnover intention, fundamental

motivations across age groups remain relatively stable. Moreover, perceived generational divides, particularly

in relation to technology use and knowledge sharing, often lack robust empirical support, raising questions about

the extent to which generational differences are socially constructed rather than deeply embedded. Theoretically,

this study contributes by highlighting the need to integrate lifespan development and social constructionist

perspectives into a more nuanced framework for understanding generational phenomena. Existing literature

demonstrates both the persistence of shared organizational behaviors across cohorts and the contextual influence

of life stage, organizational culture, and broader societal trends. This calls for a reframing of generational

research to move beyond essentialist assumptions and instead situate generational identity within broader

organizational and socio-cultural contexts. Such an approach can enrich organizational behavior theories by

acknowledging both commonalities and diversity within and across generational groups. From a practical

standpoint, the findings emphasize the importance for organizations to avoid overgeneralizing or stereotyping

employees based on generational identity. Instead, management strategies should focus on leveraging individual

strengths, aligning organizational culture with employee needs, and fostering inclusivity that transcends

generational labels. Human resource practices, particularly in relation to retention, engagement, and leadership

development, can benefit from recognizing areas where generational differences may influence outcomes, such

as work values and turnover intention, while avoiding unfounded assumptions in areas like ICT use. Ultimately,

organizations should emphasize flexibility and personalization in management approaches to maximize the

contributions of a multigenerational workforce. Despite these contributions, the study is not without limitations.

Much of the evidence on generational differences is drawn from self-reported survey data and cross-sectional

designs, limiting the ability to establish causality or capture long-term dynamics. Furthermore, the reliance on

predefined generational categories (e.g., Baby Boomers, Generation X, Millennials, Generation Z) risks

reinforcing rigid boundaries that may not fully capture the heterogeneity within cohorts. Geographic and cultural

biases also constrain the generalizability of findings, as the majority of existing studies originate from Western

contexts, with relatively fewer contributions from Asia, Africa, or Latin America. Future research should address

these limitations by employing longitudinal designs to capture the evolution of work attitudes and behaviors

across the lifespan, while also adopting intersectional approaches that consider gender, socio-economic status,

and cultural context alongside generational identity. Comparative cross-cultural studies would be particularly

valuable in determining the extent to which generational effects are global versus context-specific. Moreover,

experimental and mixed-methods research could provide richer insights into the mechanisms linking

generational identity with organizational outcomes. Such efforts will help to move the field beyond descriptive

analyses toward more theoretically grounded and practically meaningful contributions.

ACKNOWLEDGMENT

The authors would like to express their sincere gratitude to the Kedah State Research Committee, UiTM Kedah

Branch, for the generous funding provided under the Tabung Penyelidikan Am. This support was crucial in

facilitating the research and ensuring the successful publication of this article.

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2826

www.rsisinternational.org

REFERENCES

1. Akhavan Sarraf, A. R., Abzari, M., Nasr Isfahani, A., & Fathi, S. (2016). The impact of generational

groups on organizational behavior in Iran. Human Systems Management, 35(3), 175–183.

https://doi.org/10.3233/HSM-160866

2. Akhavan Sarraf, A. R., Abzari, M., Nasr Isfahani, A., & Fathi, S. (2017). Generational differences in job

engagement: A case study of an industrial organization in Iran. Industrial and Commercial Training,

49(3), 106–115. https://doi.org/10.1108/ICT-10-2016-0068

3. Bidian, C., Evans, M. M., & Frissen, I. (2022). Does generational thinking create differences in

knowledge sharing and ICT preferences? Knowledge and Process Management, 29(4), 318–332.

https://doi.org/10.1002/kpm.1704

4. Boehm, S. A., & Kunze, F. (2015). Age diversity and age climate in the workplace. In P. M. Bal, D. T.

A. M. Kooij, & D. M. Rousseau (Eds.), Aging workers and the employee-employer relationship (pp. 33–

55). Springer. https://doi.org/10.1007/978-3-319-08007-9_3

5. Choudhary, R., Shaik, Y. A., Yadav, P., & Rashid, A. (2024). Generational differences in technology

behavior: A systematic literature review. Journal of Infrastructure, Policy and Development, 8(9), 6755.

https://doi.org/10.24294/jipd.v8i9.6755

6. Cody, S., Green, W., & Lynch, D. (2012). Myths and realities in human capital development: Generation

gaps in the workplace. In The encyclopedia of human resource management: Thematic essays (Vol. 3,

pp. 197–209). Wiley. https://doi.org/10.1002/9781118364710.ch16

7. Costanza, D. P., Badger, J. M., Fraser, R. L., Severt, J. B., & Gade, P. A. (2012). Generational differences

in work-related attitudes: A meta-analysis. Journal of Business and Psychology, 27(4), 375–394.

https://doi.org/10.1007/s10869-012-9259-4

8. Egerová, D., Komárková, L., & Kutlák, J. (2021). Generation Y and Generation Z employment

expectations: A generational cohort comparative study from two countries. E a M: Economies a

Management, 24(3), 93–109. https://doi.org/10.15240/TUL/001/2021-03-006

9. Ibrahim, N., Farinordin, F. A., Mohamad, N. I., Mohd Soffian Lee, U. H., & Ismail, A. (2024).

Psychological empowerment link using employee performance and organizational commitment on the

generation gap: PLS-MGA analysis. Gadjah Mada International Journal of Business, 26(1), 23–53.

https://doi.org/10.22146/gamaijb.65657

10. Johnson, J. A., & Lopes, J. (2008). The intergenerational workforce, revisited. Organization Development

Journal, 26(1), 30.

11. Jonck, P., van der Walt, F., & Sobayeni, N. C. (2017). A generational perspective on work values in a

South African sample. SA Journal of Industrial Psychology, 43(1), Article a1393.

https://doi.org/10.4102/sajip.v43.1393

12. Kamarudin, N., Nizam, N. Z., Sani, A. M., Bakri, M. H., & Harahap, A. Z. M. K. (2023). The impact of

micromanage issue among manufacturing industry: Employees’ perception and job satisfaction.

International Journal of Industrial Engineering and Production Research, 34(2).

https://doi.org/10.22068/ijiepr.34.2.6

13. Kinger, N., & Kumar, S. (2023). Generational differences in work values in the workplace. Folia

Oeconomica Stetinensia, 23(2), 204–221. https://doi.org/10.2478/foli-2023-0027

14. Koles, B., & Nagy, P. (2014). Individual and professional development in the digital age: Towards a

conceptual model of virtual worlds for organizations. Management Research Review, 37(3), 288–307.

https://doi.org/10.1108/MRR-10-2012-0225

15. Lee, M., Oh, K., & Kim, H. (2025). Effects of organizational culture and pay levels on employee

retention: Focused on generational difference. Administrative Sciences, 15(4), 125.

https://doi.org/10.3390/admsci15040125

16. Lub, X., de Ruiter, M., Peters, P., & Blomme, R. (2024). Generations. In Elgar encyclopedia of

organizational psychology (pp. 281–287). Edward Elgar. https://doi.org/10.4337/9781803921761.00056

17. Lyons, S., & Kuron, L. (2014). Generational differences in the workplace: A review of the evidence and

directions for future research. Journal of Organizational Behavior, 35(S1), S139–S157.

https://doi.org/10.1002/job.1913

18. Nakagawa, T., & Kobayashi, E. (2024). Let us move forward: Comment on “Are generations a useful

concept?”. Acta Psychologica, 246, 104286. https://doi.org/10.1016/j.actpsy.2024.104286

INTERNATIONAL JOURNAL OF RESEARCH AND INNOVATION IN SOCIAL SCIENCE (IJRISS)

ISSN No. 2454-6186 | DOI: 10.47772/IJRISS | Volume IX Issue X October 2025

Page 2827

www.rsisinternational.org

19. Powers, S. R., & Myers, K. K. (2016). Millennials in the workplace: Research findings and managerial

implications. In Generational differences in work values and ethics: An international perspective (pp.

163–182). https://www.scopus.com/inward/record.uri?eid=2-s2.0-85098294857

20. Rathi, S., & Kumar, P. (2023). Differences in work value, communication style, and leadership style

among generational cohorts at the workplace: An overview. In S. Tiwari & A. S. Kumar (Eds.), Role of

human resources for inclusive leadership, workplace diversity, and equity in organizations (pp. 233–254).

IGI Global. https://doi.org/10.4018/978-1-6684-6602-5.ch010

21. Redditt, J., Gregory, A. M., & Ro, H. (2019). An examination of organizational commitment and intention

to stay in the timeshare industry: variations across generations in the workplace. International Journal of

Hospitality & Tourism Administration, 20(2), 206-225.

22. Shragay, D., & Tziner, A. (2011). The generational effect on the relationship between job involvement,

work satisfaction, and organizational citizenship behavior. Revista de Psicología del Trabajo y de las

Organizaciones, 27(2), 143–157. https://doi.org/10.5093/tr2011v27n2a6

23. Sulphey, M. M. (2024). A study on how generational differences impact certain behavioural antecedents

of employee creativity in Saudi Arabia. Journal of Infrastructure, Policy and Development, 8(8), 4247.

24. Westerman, J. W., & Yamamura, J. H. (2007). Generational preferences for work environment fit: Effects

on employee outcomes. Career Development International, 12(2), 150–161.

https://doi.org/10.1108/13620430710733631

25. Widén, G., Ahmad, F., Siven, T., & Ivantsova, E. (2020). Understanding generational differences in

knowledge sharing. In Proceedings of the European Conference on Knowledge Management (ECKM)

(pp. 841–849). Academic Conferences International. https://doi.org/10.34190/EKM.20.209

26. Yao, J.-X., Xu, L.-C., Zhang, C.-J., Cai, Z.-J., & Wang, K.-X. (2014). Job satisfaction and demission of

university faculties: Important factors and age difference. International Conference on Management

Science and Engineering—Annual Conference Proceedings, 885–890.

https://doi.org/10.1109/ICMSE.2014.6930321