Table 3 - uploaded by John C Dumay
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Source publication
Purpose
The purpose of this paper is to examine the reason for, and outcomes of, the New South Wales Land and Property Authority's (Lands) Vision 2013 plan designed to deal with a perceived impending human capital crisis in light of a rapidly ageing workforce. The research questions examined are “Did the perceived crisis eventuate?” and “What was t...
Contexts in source publication
Context 1
... also analysed several economic indicators from an optimistic, pessimistic and likely perspective in an attempt to understand how the future state of the economy would impact on its potential transaction volumes. In Table 3 we have collated the analysis from Vision 2013 and added where the indicators are at the end of 2010. ...
Context 2
... outlined in Table 3 the current state of the economy has not adversely affected the demand for Lands services. Transactional work, as shown in Table 4, has shrunk slightly as the NSW property market softened as the Global Financial Crises (GFC) and rising interest rates have affected demand. ...
Citations
... This aging population brings both challenges and new opportunities [4]. In terms of challenges, some studies have pointed out that the intensification of population aging has led to a shortage of labor market supply [5]. Simultaneously, the aging population has greatly increased the pension burden on families and society [6], and has also put forward higher requirements for the supply, efficiency and quality of public services [7]. ...
... This paper adopts the step-by-step test method; the inspection steps are as follows: first, the coefficient α1 of Model (4) is inspected. If coefficient α1 is significant, then coefficient β1 of Equation (5) and the λ2 of Equation (6) are inspected in turn. If α1, β1 and λ2 are all significant, the mediating effect is significant. ...
The ageing of the population has become a serious test for all countries and regions, and industrial intelligence, as a new development model that integrates traditional industries with modern technology, will contribute to the deep integration of the industrial and innovation chains and thus to the enhancement of national core competitiveness. Based on the dual influence of population ageing and industrial intelligence, this paper uses the 2016 version of the World Input-Output Database (WIOD) data for 16 manufacturing industries in 43 countries from 2000 to 2014 to construct an econometric regression model to empirically test the relationship between population ageing, industrial intelligence and technological complexity of exports. The results of the study show, firstly, that population ageing plays a positive role in the technical complexity of exports. Secondly, the introduction of industrial intelligence mitigates the adverse effects of an ageing population through a complementary substitution mechanism on the one hand, and promotes industrial upgrading and transformation through the infiltration and expansion effects of industrial intelligence on the other, which in turn has a positive impact on the increase in technological sophistication of exports. In addition, the paper further divides the level of industry technology, the level of national development and the age structure of the ageing population, and explores the impact of industry intelligence in different dimensions. The results show that industrial intelligence can have a positive impact on export technological sophistication at the industry level, at the national level and in terms of ageing demographics. The research results provide a new way of thinking, through which countries around the world can formulate population policies and industrial policies and improve the complexity of export technology under the background of aging.
... Human knowledge loss is considered very crucial because a large proportion of the organizational knowledge comprises human or tacit knowledge. Later on, researchers covered the various issues of knowledge retention such as influencing factors (Dumay and Rooney, 2011;Cattani et al., 2013;Martins and Meyer, 2012), challenges associated with knowledge retention (Sumbal et al., 2017;Bessick and Naicker, 2013;Burch and Strawderman, 2014;Durst et al., 2015), knowledge retention strategies (Burmeister and Rooney, 2015;Sumbal et al., 2017;Daghfous et al., 2013;Bratianu and Leon, 2015) and to develop frameworks and devise criteria to retain the knowledge of these workers (Bratianu, 2018;Durst et al., 2015Durst et al., , 2020Jennex, 2014;Sumbal et al., 2018). However, knowledge loss from CWF and independent services providers and subsequently retention of their knowledge has not been well discussed in the knowledge management literature. ...
Purpose – The purpose of this article is to investigate how organization retain the knowledge of Contract Workforce (CWF) and to understand the associated challenges in this regard.
Design/methodology/approach – Adopting an inductive approach, 15 semi-structured interviews were conducted with senior managers, project heads and consultants working in leading oil and gas companies across eight countries (USA, Australia, UAE, KSA, Pakistan, UK, Thailand and Russia). Thematic analysis was carried out to analyze the data collected.
Findings – CWF appears to be a significant source of knowledge attrition and even knowledge loss in the oil and gas sector. There are various risks associated with hiring of CWF, such as hallowing of organizational memory, repeated training of contractors, no knowledge base, workforce shortage among others which can impede the knowledge retention capability of O&G companies in the context of contract workforce. Various knowledge retention strategies for CWF have been revealed, however, there is interplay of various factors such as proportion of CWF deployed, proper resource utilization, cross-functional multi-level teams’ involvement and strength of
transactional ties. Maintaining strong relationships (Transactional ties) is crucial to maintain a virtual organizational memory (partial knowledge retention) and to follow a adopting a rehired when required policy.
Originality/value – The knowledge retention issue in the context of CWF has not be addressed in past researches. This article attempts to fill this gap.
... Aging society and a shortage in the young working-age population has led to serious concerns. Therefore, increasing workforce participation among older workers is imperative, and strategies to delay early retirement of experienced older workers have emerged as the most cost-effective ways to combat the shortage of working aged adults [35,36]. In Europe, in the past 25 years or so, many governments have imposed different retirement conditions to increase the active participation of the elderly in the labor-force and diminish early retiring plan. ...
In this paper, we analyze the determinants of job satisfaction for employees over the age 50 or more, using the latest SHARE-ERIC dataset (Wave 7) filtered for Romania (over 2000 records). After applying logistic regressions with average marginal effects, we obtained an overall and seven regional models which emphasize that a good atmosphere at the workplace and the deserved recognition received for the work done are the most reliable predictors of career satisfaction, confirmed in this order of importance by many other robustness checks. Particularly, in the case of respondents from the Western part of Romania, we found that meritocracy-based influence, namely deserved recognition, counts almost as much as the workplace atmosphere. For these individuals, previous educational performance and lifetime employment at a single job matter more than the previous dual-core on job satisfaction. Unexpectedly, the adults from central romania present a negative influence of life satisfaction on job satisfaction due to an unbalanced work-family vision of life. The locus of control has different effects on job satisfaction in south and south-western regions, while in the north-east, meaning in life is negatively influencing job satisfaction. Bridge employment exerts a negative influence on career satisfaction in the north-west, and in the South-East, and interpersonal trust has a positive effect.
... This dilemma is present world-wide. Dumay and Rooney (2011) stated, "Like many other public sectors in the developed world, the Australian public sector is fast beginning to feel the impacts of an aging workforce" (p. 174). ...
Purpose
As Baby Boomers continue to retire, organizations should have plans in place that successfully execute this transition. Some industries, such as accounting, are unique in that there is specialized knowledge required by employees, including education and work experience. This study examines what accounting organizations are doing to manage this transition. The research question posed is as follows: How are organizations in the accounting industry addressing anticipated retirements?.
Design/methodology/approach
This is a qualitative study that is interpretive. In order to answer the research question, six managers who are involved in the hiring process at accounting organizations of varying sizes were interviewed. Semi-structured interviews were conducted and coded using the software program, Dedoose, in order to develop themes that addressed the research question.
Findings
By conducting semi-structured interviews that focused on efforts related to this issue, it was found that accounting organizations are focusing on three aspects related to the research question: Accounting firms are focusing on (1) culture, (2) knowledge and (3) transition as they lead their organizations through this time.
Practical implications
This research project provides insight into how some accounting organizations are managing issues related to increasing retirements. By knowing how other organizations are handling these issues, accounting organizations can use this knowledge to prepare, themselves, for anticipated retirements. This knowledge is also valuable in other fields that provide professional services (e.g., medical and legal).
Originality/value
This topic has not been fully explored in the accounting industry. The findings of this study are useful to accounting firms, world-wide, as well as to organizations in other professional services fields, world-wide. This research could be further explored in other professional services organizations, such as the health and legal fields.
... This term appeared both in the literature on the subject and in management practice relatively recently, over a dozen years ago, mainly in the USA, Sweden, Finland, and Great Britain [Kołodziejczyk-Olczak, 2014, p. 37]. The terms age diversity management, intergenerational or multigenerational management, and the age support climate are also used interchangeably (or next to it) [Dumay, Ronney, 2011]. From the point of view of linguistic correctness, however, it is worth talking about managing age or generation diversity or managing employees of different ages. ...
The modern world brings demographic changes that are of great importance to employers. There are currently four generations on the labour market-baby boomers, X, Y and Z, who differ in their approach to work, needs and expectations. However, good cooperation in the workplace is necessary. A appropriate solution in this case is proper management of generational diversity in the organization. However, its level depends on many factors, including the type of organizational culture. It was decided to examine this relationship. Therefore, research were conducted, the results of which showed whether and how the type of organizational culture determines the management of an age-diverse team. The purpose of the research is a recognition of relationship between the type of organizational culture and the level of age management in the organization. The research outcomes showed that the type of organizational culture is one of the factors determining the level of management of generational diversity in an enterprise. Interestingly, organizations with a clan-type culture that assumes values and practices in line with the idea of multigenerational management are not the best at managing an age-diverse team.
K e y w o r d s: organizational culture, multigenerational management, age management
JEL Code: J24
... If managers know what to retain from the departing employees, organizations can undertake retention of knowledge in more effective way. Previous studies have discussed the impact of knowledge loss (Levy, 2011;Massingham, 2008;Bleich et al., 2009;Cattani et al., 2013;Calo, 2008;Dumay and Rooney, 2011), knowledge retention strategies (Gotthart and Haghi, 2009;Parise et al., 2006;Bratianu and Leon, 2015;Daghfous et al., 2013;Durst and Aggestam, 2017), intergenerational learning (Ropes, 2015;Kuyken et al., 2009;Ropes, 2013;Harvey, 2012;Baily, 2009;Bratianu and Leon, 2015); however, there is paucity of research on what to retain from experts, especially the individual knowledge types of the departing employees (Joe et al., 2013). An employee who has been working for 20 or 30 years in an organization in different positions and at various locations in case of multinational corporations (MNCs), such as oil and gas, might have a varied skill set and expertise in different areas. ...
Purpose
The purpose of this paper is to investigate the critical types of knowledge lost when employees depart companies in the oil and gas field.
Design/methodology/approach
The study adopts a grounded theory methodology. Twelve semi-structured interviews were conducted with elite informants in the oil and gas sector to gain an in-depth insight into the research problem. ATLAS.ti was used for data analysis and coding.
Findings
In the oil and gas industry, employees generally have job rotation and work at various geographical locations during their career. The departing employees possess valuable types of knowledge depending on the role and duties they have performed over the years. These include specialized technical knowledge, contextual knowledge of working at different geographical locations, knowledge of train wrecks and history of company, knowledge of relationships and networks, knowledge of business processes and knowledge of management.
Research limitations/implications
The study findings might only be applicable to the oil and gas sector.
Originality/value
This paper fulfills an identified gap on the identification of critical areas of knowledge loss when employees depart from oil and gas companies. The study adds to the existing body of literature on this underexplored area in the knowledge management literature.
... By the corporate sector point of view, many of primary and supportive activities in the value chain are now implemented by older workers. Even many dominant industrial countries in the world welcome retired employees into their workforces (Dumay & Rooney, 2011). Working after the retirement is not an abnormal phenomenon to Japan and South Korea (Kuhn, 2013) because in most of Asian countries, ageing rates are rising even surpassing those of the developed countries (Lim, 2003). ...
Both overseas and local scholars agree that rapid population growth existing at the global surface has already impacted to Sri Lanka. Inevitably, labor force of the country is also ageing in parallel to population ageing in Sri Lanka. That is the exact point where the root cause of this research problem exists. With ageing, many structural and behavioral changes begin to occur in the population. As a result of a behavioral change in the aged population in Sri Lanka, reemployment after the formal retirement increasingly becomes usual rapidly marking a significant trend in the economy. Therefore, there should be some significant factors which determine this behavior of working after retirement in Sri Lankan labor force. The researcher firstly addressed to this as "Post-Retirement Employment" To explore the answer to this research problem, a quantitative exploratory research study was launched as a field study. Depending on a comprehensive literature review, fourteen factors were identified which impact to Post-Retirement Employment in Sri Lanka. A new questionnaire was developed and then standardized after furnishing the pilot survey and primary data was gathered from 97 post-retired employees and it is a cross-sectional study. Out of fourteen determinants, only nine factors were numerically measurable. After running the Exploratory Factor Analysis, it was found that Late Career Meaningfulness and Health Conditions are significantly impact to Post-Retirement Employment is Sri Lanka. Apart both factors, Family Accomplishments, Legal Enforcements, Declining Fertility Rates and Increased Life Expectancy also influence to Post-Retirement Employment in Sri Lanka.
... The transition to a new social role might have a negative effect on self-respect and self-efficacy at about the age of 50 when they retire after 15 years of work. A study shows that most ageing wage earners get a temporary or daily job when re-employed, and that the turnover rate of part-time jobs is significantly higher than that of full-time jobs, which denotes job instability [6]. ...
... Dumay and Rooney (2011, p. 344) find that, "it is possible to effectively implement IC practices without necessarily needing concrete IC measures because organisational measurement needs to continually evolve". Dumay and Rooney's (2011) findings are consistent with Mouritsen and Roslender (2009, p. 802) who posit "if the Intellectual Capital concept is as central as some claim it to be, it is vital that it is fully understood and exploited in the quest for social betterment". To this end, a fourth stage of IC research is emerging that extends IC's boundaries into wider ecosystems like countries, cities and communities as opposed to specific firms (Dumay and Garanina, 2013). ...
Purpose
The purpose of this paper is to present a case study of a university that uses a collective intelligence approach for managing its intellectual capital (IC). Specifically, the authors investigate how one of Europe’s oldest business schools, Ca’ Foscari University of Venice (Italy), manages IC through stakeholder engagement to achieve academia’s third mission so contributing to social and economic development.
Design/methodology/approach
Data are collected through semi-structured interviews and Ca’ Foscari University’s strategic plan. Secundo et al. ’s (2016) collective intelligence framework is used to analyse the data. Alvesson and Deetz’s (2000, pp. 19-20) critical management tasks – insight, critique and transformative redefinition – are adopted to frame and discuss the results.
Findings
On the assumption that a university is a collective intelligence system, the findings demonstrate that IC management needs to change to incorporate an ecosystem perspective, reflecting the fourth stage of IC research. The IC management at the university incorporates its core goal (what), the collective involvement of internal and external stakeholders to achieve the goal (who), the motivations behind the achievement of the goal (why) and, finally, the processes activated inside the university (how) and indicators to assess value creation.
Research limitations/implications
A new perspective for managing IC in universities that adopts a collective intelligence approach is further developed. Contributions to the fourth stage of IC research – IC in an ecosystem – are highlighted that expand the concept of IC value creation beyond universities into wider society.
Practical implications
Two key consequences of this case study are that more stakeholders have become involved in IC management and that IC management requires critical rethinking, given the universities’ evolving role.
Originality/value
This paper brings together issues that are usually dealt with in separate domains of the literature: IC management and collective intelligence in the university setting.
... Developing insight demands questioning knowledge that is taken for granted and examining the complex relationships between local forms of domination and their broader contexts. It relates to the interpretation of the data (Alvesson & Deetz, 2000), and, from an IC perspective, insight means attempting to understand the impact of practices on both human actors and their organizations to present new perspectives on questions about how IC works (Dumay & Rooney, 2011). In this light, the question is not "What is the temporal dimension of IC?" but rather "How is the temporal dimension of IC?" (O'Donnell et al., 2006). ...
We attempt to answer the following research question: how is time understood and acted upon in connection to different types of ICoriented management accounting processes within organizations? In other words, what role does time play in IC-related management accounting practices? Alvesson and Deetz’s (2000) critical management research framework was selected for the examination. The temporal dimensions of IC and its related measurement and management accounting processes are discussed and questioned from a time-oriented micro-process (practice) perspective. The main findings are the following. First, IC can be considered as a “temporal boundary object”. Second, the development of IC time-related indicators for IC should be problematized to increase understanding. Moreover, this study lends sharp focus to the need for considering more than just the amount of time spent engaging in IC activities, but the quality of that time as well. Third, we confirm that IC tends to change over time. Consequently, IC concepts, methods and tools are not stable in practice, but rather are reflective of a specific time horizon. Forth, time-lags relating to IC creation and development tend to be overlooked and, hence, are not as clearly understood.
