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CHAPTER 6
Intergenerational learning in organisations – A research framework 117

(b) explore and compare workers in different sectors: literature on how ageing
knowledge workers operating in different sectors learn, or what motivates
them to learn, is scarce. For example, how management consultants in
SMEs learn compared to university lecturers; are their learning processes
different, or the same;
(c) benchmark existing policies in different sectors: structured comparisons
of current policies and practices, and their effectiveness, could be valuable
additions to understanding intergenerational learning in organisations;
(d) explore the role guidance can have on promoting intergenerational
learning: older knowledge workers might not be aware of the added value
of their participation in lifelong learning – one facet of intergenerational
learning in organisations;
(e) develop new methodologies for understanding intergenerational learning:
other fields such as educational science and sociology have considerable
bodies of knowledge concerning intergenerational learning and have
developed methodologies for understanding the learning processes
occurring. Desk research in these fields could develop knowledge useful
to researching intergenerational learning in organisations.

6.5. Synthesising the three themes

The first goal of the research programme outlined in this chapter is descriptive
in nature: knowledge needs to be developed and expanded to understand
fully the complexity of intergenerational learning in organisations. The
second – and principal – goal of the research is to develop and test
organisational interventions promoting effective intergenerational learning. In
this research, ʻeffectiveʼ implies that results of interventions lead to innovation,
employee learning and critical knowledge retention, which in turn contributes
to development of organisational capacity. Figure 6.1 shows a model
representative of this main research goal. It will be used to guide design of
the research, specifically related to developing and testing organisational
interventions. As one can see in the model, the research will also consider the
whole work organisation: management, ageing and younger workers.