The document discusses knowledge sharing in multi-generational organizations. It analyzes different knowledge sharing channels and their effectiveness as perceived by different generations of employees. A survey was conducted of 159 employees from different sectors and generations. The results show that traditional classroom training and workshops were viewed as equally effective by both younger and older employees. However, younger employees viewed blogs and podcasts as more effective than older employees, while older employees viewed academic publications as more effective. The most effective channels overall were in-person training and events, while online training funded by employers was viewed as less effective.

1. EFFECTIVE KNOWLEDGE SHARING
IN MULTI-GENERATION ORGANIZATIONS
Katarzyna Derlukiewicz
Tomasz Łopaciński
Anna Tryfon-Bojarska
Warsaw School of Economics

2. Outline
• Literature Review
– Organizational context
– Knowledge management
– Demographic structure of the labor market
• Research
– Research objective and hypothesis
– Researched knowledge sharing channels
– Empirical data collection approach and sample characteristics
– Perception of the effectiveness of the knowledge distribution channels
– Knowledge sharing channels with significant differences
• Findings and conclusions

3. Organizational context
• Dynamic changes in enterprise environment:
– new applications of new technologies,
– new competitors,
– rapidly changing new strategic fields,
– significantly reduced the product lifecycle
• Multi-generation system:
– diverse value systems of employees
– different ways of absorbing of innovations by different generations of
employees
– different knowledge transfer channels preferred by different generations of
employees

4. Knowledge Management
Knowledge management is the whole of activities used for effective functioning of a
company in order to obtain their goals. It’s a complex process which depends on the
company’s specificity, its environment, the access to the information within the range of
its activity (Trajder, Paszek and Iwan, 2012).

5. Demographic structure of the labor market - older than
35-year-old
• 70+ y.o. - experienced, top level managers, engaged in realizing tasks, used for the
traditional model of hierarchy in the organizational structure.
• Baby boomers born in the 70s - highly engaged in realizing tasks and used for
traditional hierarchical model of the organization; the desire to remain active and
decide to extend its presence in the labor market, as experts in their fields.
• Generation X - well understanding the principles of modern capitalism, perfectly fitted
to work in organizations with diverse culture and age section, appreciate individualism
and flexibility, expect that training and support of their development will be easily
accessible.

6. Demographic structure of the labor market - 35-year-old
and younger
• Young, ambitious, well-educated, knowing foreign languages and grow up in a market
economy.
• Self-confident and open to new challenges individualists.
• Grew up among modern technologies, increasing standards of living and
consumption, a big mobility factor and fast pace of life.
• Very flexible in terms of teamwork and well prepared for the use of new technologies
and mobile applications.
• Consider the internet and social networking sites as the main source for obtaining
information.
• Looking for employers with an untypical, creative approach to the activities and
operations of the company.
• Do not hesitate to change their job from day to day.

7. Research objective and hypothesis
Objective
Identify whether there are communication methods that better suit the youngest
generation of employees between 20 and 35 years old (called Generation Y) than older
employees (older than 35 years old).
Hypothesis 1 : The knowledge distribution channels based on new technologies such as
e-learning, blogs and podcasts would be assessed as significantly more effective by the
Generation Y than by older employees.
Hypothesis 2: The mean employees’ assessment of the knowledge distribution channels
do not differ between Generation Y and older employees in terms of the traditional forms
of knowledge distribution such as regular training/workshops led by instructors, various
forms of publications or trade fairs.

8. Researched knowledge sharing channels
Knowledge sharing channels
Individual or
Classroom Training
/ Workshop
1. A training at the workplace (internal trainer)
2. A training/ workshop (internal trainer)
3. A training/ workshop in the office space (external trainer)
4. A training/ workshop outside the office (external trainer)
Event / Conference 1. A formal company event
2. A lecture/ workshop at trade conference
3. A trade fair
Publication 1. An internal documentation
2. An internal report
3. An academic publication
4. A sector publication
5. A specialist report
6. An external regulation
Online Training 1. An intranet e-learning training
2. An internet e-learning training financed by the company
3. An online training not financed by the company
Blog / Podcast 1. A sector blog
2. A video blog
3. A podcast

9. Empirical data collection and sample characteristics
• The empirical data was collected between Feb. and Mar. 2015 with the use of a paper
questionnaire filled in by the respondents.
• The employees were asked questions regarding their assessment of the
effectiveness of the various knowledge distribution channels.
• Numerical evaluation of all attributes is made with ratings ranging from 1 to 5 (1 - Very
Ineffective; 2 – Ineffective; 3 – Neutral; 4 – Effective; 5 – Very Effective)
Sample Characteristic Frequency Percent Valid Percent
Age Valid Gen. ZY (20-35 y.o.) 75 46,9 47.2
Gen. X+ (35+ y.o.) 84 52,5 52.8
Total 159 99,4 100.0
Missing System 1 0.6
Sector Valid Construction 68 42.5 43.0
Banking 53 33.1 33.5
Agricultural 37 23.1 23.4
Total 158 98.8 100.0
Missing System 2 1.3

10. Perception of the effectiveness of the knowledge
distribution channels
Knowledge sharing channels Mean
Individual or
Classroom Training
/ Workshop
1. A training at the workplace (internal trainer)
2. A training/ workshop (internal trainer)
3. A training/ workshop in the office space (external trainer)
4. A training/ workshop outside the office (external trainer)
1. 4.01
2. 4.04
3. 3.78
4. 4.07
Event / Conference 1. A formal company event
2. A lecture/ workshop at trade conference
3. A trade fair
1. 3.95
2. 3.90
3. 3.51
Publication 1. An internal documentation
2. An internal report
3. An academic publication
4. A sector publication
5. A specialist report
6. An external regulation
1. 3.31
2. 3.31
3. 3.44
4. 3.82
5. 3.53
6. 3.08
Online Training 1. An intranet e-learning training
2. An internet e-learning training financed by the company
3. An online training not financed by the company
1. 2.48
2. 2.65
3. 2.82
Blog / Podcast 1. A sector blog
2. A video blog
3. A podcast
1. 3.30
2. 3.28
3. 3.17
Legend:
1 - Very Ineffective
2 - Ineffective
3 - Neutral
4 - Effective
5 - Very Effective

11. Knowledge sharing channels with significant differences
Knowledge sharing channels Mean Mean ZY Mean X+
Individual or
Classroom
Training /
Workshop
1. A training at the workplace (internal trainer)
2. A training/ workshop (internal trainer)
3. A training/ workshop in the office space (external trainer)
4. A training/ workshop outside the office (external trainer)
1. 4.01
2. 4.04
3. 3.78
4. 4.07
Event /
Conference
1. A formal company event
2. A lecture/ workshop at trade conference
3. A trade fair
1. 3.95
2. 3.90
3. 3.51
1.
2. 4.12 ↑
3. 3.80 ↑
1.
2. 3.74 ↓
3. 3.20 ↓
Publication 1. An internal documentation
2. An internal report
3. An academic publication
4. A sector publication
5. A specialist report
6. An external regulation
1. 3.31
2. 3.31
3. 3.44
4. 3.82
5. 3.53
6. 3.08
1.
2.
3. 3.63 ↑
1.
2.
3. 3.26 ↓
Online Training 1. An intranet e-learning training
2. An internet e-learning training financed by the company
3. An online training not financed by the company
1. 2.48
2. 2.65
3. 2.82
1. 2.21 ↓ 1. 2,75 ↑
Blog / Podcast 1. A sector blog
2. A video blog
3. A podcast
1. 3.30
2. 3.28
3. 3.17
1.
2. 3.67 ↑
3. 3.42 ↑
1.
2. 2.88 ↓
3. 2.95 ↓
Legend:
1 - Very Ineffective
2 - Ineffective
3 - Neutral
4 - Effective
5 - Very Effective

12. Findings
Hypothesis 1: The knowledge distribution channels based on new technologies such as
e-learning, blogs and podcasts would be assessed as significantly more effective by the
Generation Y than by older employees.
• H1 was confirmed for a video blog and a podcast only.
• H1 was falsified for a sector blog and e-learning.
Hypothesis 2: The mean employees’ assessment of the knowledge distribution channels
do not differ between Generation Y and older employees in terms of the traditional forms
of knowledge distribution such as regular training/workshops led by instructors, various
forms of publications or trade fairs.
• H2 was confirmed for regular training/workshops led by instructors, trade fairs
and various forms of publications beside an academic publication.
• H2 was falsified for an academic publication.

13. Conclusion
ZY (between 20 and 35 y.o.) X+ (35+ y.o.)
The most
efficient
channels
• A lecture/workshop at trade conference
• A training/workshop (internal trainer)
• A training at the workplace (internal trainer)
• A training/workshop outside the office (external
trainer)
• A formal company events
• A training/workshop outside the office
(external trainer)
• A training/workshop (internal trainer)
• A training at the workplace (internal trainer)
• A formal company event
• A training/workshop in the office space
(external trainer)
The least
efficient
channels
• An online trainings not financed by the company
• An external regulation
• An internet e-learning training financed by the
company
• An intranet e-learning training
• A video blog
• An internet e-learning training financed by
the company
• An intranet e-learning training
• An online training not financed by the
company

14. THANK YOU
Katarzyna Derlukiewicz
Tomasz Łopaciński
Anna Tryfon-Bojarska
Warsaw School of Economics