More that unites than divides: intergenerational communication preferences in the workplace

ABSTRACT

We investigate potential generational differences in business communication practices amongst global leaders and managers. This study analyses survey responses collected from 191 executives, which covers the frequency of use, and their perceptions of effectiveness, in workplace communication formats. Contrary to popular press speculation, we show a high degree of preference convergence across three generations (Baby Boomer, Generation X, and Generation Y) for specific communication purposes. The results indicate that some generational divergences are more nuanced than previous research suggests. Our research shows some form of daily reading activity takes the largest proportion of managers’ communication time and a widespread view that while quantity of workplace communication activity is substantially increased, this is not matched by an increase in quality. Many new technology workplace applications appear as complements rather than substitutes to traditional communication practices. These results speak to the importance of developing understanding by leaders and organisations about workplace communication intergenerational preferences and behaviours and to future research priorities.

KEYWORDS:

• Generational differences
• organisational communication
• communication technology
• communication formats
• leadership communication

Disclosure statement

No potential conflict of interest was reported by the authors.

Notes

1. For this study, we will use the terms ‘business communication practice’ and ‘workplace communication’ interchangeably in the text. These refer to communications and interactions among leaders, mangers, and employees of an organisation (Myers, 2009). This has also been referred to in the literature as ‘internal communication’ (Deetz, 2001), although our study’s emphasis on leadership and team communication diverges from typical studies on communication processes and information distribution throughout the whole organisation. Another closely similar and important concept, which is beyond the scope of our study is ‘corporate communication’, is oriented towards communication that is associated with organisational identity, external stakeholders, and reputation (Fombrun & Van Riel, 1997). In other words, we are focused on workplace communication as it relates to individual and interpersonal communication within the organisation.

2. For the purposes of the article, we use the terms communication formats, channels, medium, and media interchangeably.

Additional information

Notes on contributors

Ian C. Woodward

Professor Ian C. Woodward ([email protected]) is a Senior Affiliate Professor of Organisational Behaviour at INSEAD. He is Director of INSEAD’s flagship ‘Advanced Management Program’ as well as its Leadership and Communication Research Group. He is an alumni of the Universities of New South Wales and New England, the Australian Graduate School of Management, Columbia Business School, and is also undertaking research studies at the Macquarie Graduate School of Management.

Pisitta Vongswasdi

Pisitta Vongswasdi ([email protected]) is a doctoral candidate at the Rotterdam School of Management at Erasmus University in Rotterdam, the Netherlands. She was formerly a Research Associate INSEAD Singapore, and a member of its Leadership and Communication Research Group. Her current research focuses on leadership, communication, diversity in organisations and leadership development. She is a graduate of University of Oxford and Chulalongkorn University.