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- W2317659663 abstract "Prior literature has put forward both positive and negative effects of age diversity on organizational performance. Using 3,888 Belgian organizational observations from 2008 to 2011, we unraveled these countervailing effects in two ways. First, we distinguished between two dimensions of age diversity: age variety and polarization. We found that age variety benefits performance by creating synergies among different sources of knowledge, whereas age polarization is an important source of affective conflict that harms performance. Second, we explored the moderating impact of two contextual contingencies: knowledge-intensity and human resource management (HRM). The effects of age variety and polarization appeared to be independent of the organization’s knowledge-intensity, but HRM did moderate the impact of age variety. In particular, we found that high-commitment management (HCM) reinforces the positive synergetic effects of age variety, but the negative effect of age polarization seems to be too strong to be solved through HCM. These findings provide a valuable contribution to the age diversity debate, by distinguishing between different types of age diversity. The results suggest that organizations might benefit from age diversity (knowledge-sharing in case of age variety) as long as there are no age gaps in the workforce (age polarization)." @default.
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- W2317659663 date "2014-01-01" @default.
- W2317659663 modified "2023-10-16" @default.
- W2317659663 title "Unraveling the Impact of Workforce Age Diversity on Organizational Performance" @default.
- W2317659663 doi "https://doi.org/10.5465/ambpp.2014.15750abstract" @default.
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