Nonprofit fundraisers tend to neglect Generation Y as a prospective target audience because they do not feel they provide a worthwhile return on investment. In reality, this age group made over $9 billion in charitable gifts in 2009, and most who made gifts expect to maintain their support in the future (Bhagat, Loeb, and Rovner 2010). Though their giving capacity ranks far behind that of the older generations that make up the majority of nonprofit donor rosters today, as the population ages, older donors will eventually vacate that position and it will be filled by younger donors as they mature in age and means. To establish strong foundations for future support within this cohort, it is important to begin building relationships with them sooner rather than later. Because Generation Y communicates and interacts in significantly different ways from their parents' and grandparents' generations, fundraisers must develop new strategies for reaching and engaging this audience to steward them into long-term giving relationships. / text

Indiana University-Purdue University Indianapolis (IUPUI) / Since the COVID-19 pandemic unexpectedly hit the world, the tourism industry has been impacted in every conceivable area. Environmental issues are recognized and considered essential to solve especially in the tourism industry. It is unavoidable that tourists bring both positive and negative impacts to a destination. Meanwhile, the tourism industry is eager to return to its pre-pandemic tourist numbers and levels of spending that traveler previously engaged in. The young generations, specifically Gen Y and Z, play an important role in the tourism market, and they often embody a mindset that takes into consideration issues of sustainability. However, they are not as active as expected in practicing sustainable travel behaviors. Sustainable tourism development and "green" travel practices are becoming increasingly necessary. The main purpose of this study is to identify the gaps between Gen Y and Z's intentions and their behaviors regarding sustainable travel. This study developed and tested a conceptual framework to understand this dynamic. This study identified two gaps: (a) the behavior-intention gap, which exists between Gen Y & Z's intentions and their behaviors in sustainable travel, and (b) daily life and sustainable travel gap, which is the gap between individuals’ daily sustainable habits and sustainable travel behaviors. The results of quantitative study indicated the factors contributed to the gaps included: (1) individuals who have bachelor’s degrees are more likely to conduct sustainable travel behaviors; (2) individuals who have daily sustainable habits; (3) individuals who have higher perceived consumer effectiveness. The implications of the study provide suggestions for destinations to promote sustainable travel and ways to encourage more sustainable traveling choices by travelers.

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China, as a leading apparel manufacturer and exporter in the world possesses significant market potential for growth because of its growing demand power. Given that low labor costs are increasingly no longer one of the competitive advantages held by Chinese apparel manufacturers, developing powerful and profitable globally recognized apparel brands may be the way to obtain sustainable success for firms in the Chinese apparel industry. Accordingly, Michael Porter’s The Competitive Advantage of Nations (1990) will be applied as a theoretical framework to discuss the competitiveness of a nation’s apparel industry. Brand management, satisfying exacting domestic demands, and stimulating marketing competition will be integrated. Using Porter’s theoretical foundation for demand conditions, a proposed model of fashion sophistication is introduced and a measurement survey utilizing Gen-Y Chinese fashion consumers is assessed. Furthermore, the research on Gen-Y consumers’ fashion sophistication discovered their specialized characteristics which represent exacting domestic demand for apparel products.

China, as a leading apparel manufacturer and exporter in the world possesses significant market potential for growth because of its growing demand power. Given that low labor costs are increasingly no longer one of the competitive advantages held by Chinese apparel manufacturers, developing powerful and profitable globally recognized apparel brands may be the way to obtain sustainable success for firms in the Chinese apparel industry. Accordingly, Michael Porter’s The Competitive Advantage of Nations (1990) will be applied as a theoretical framework to discuss the competitiveness of a nation’s apparel industry. Brand management, satisfying exacting domestic demands, and stimulating marketing competition will be integrated. Using Porter’s theoretical foundation for demand conditions, a proposed model of fashion sophistication is introduced and a measurement survey utilizing Gen-Y Chinese fashion consumers is assessed. Furthermore, the research on Gen-Y consumers’ fashion sophistication discovered their specialized characteristics which represent exacting domestic demand for apparel products.

Background: Leadership practices in general are of great interest and today’s workforce mainly consist of people from the millennial generation. As this phenomenon is becoming apparent, management must adapt to the changing needs of employees. Long gone are the times when people stayed at the company for their whole careers since it is not only easier to relocate but they act on their dissatisfaction more frequently. Therefore, it is imperative that leadership evolves to match the new demands set out by millennials to make them less inclined to depart.   Purpose: We set out to explore how leadership can be used to satisfy the needs of millennial employees. Empowering leadership is the style that was found to fit the best so we set out to explore millennials through the lens of empowering leadership. This in turn allowed us to also enrich the leadership theory with added insights based on employee needs.   Method: We conducted a qualitative study with thirteen semi-structured interviews which resulted in rich data. Gaining insights from our interviewees, we were able to critically assess the validity of empowering leadership. We analyzed our data with thematic analysis to categorize it in different themes and further comprehend the findings.   Conclusion: The results show that most empowering leadership practices fit the needs of millennial employees. Based on the findings, we further identified two distinct practices that are to be added to leadership literature and were able to understand what the millennials require in the workplace.

The skincare sector is among the fastest growing consumer branded products, boasting unprecedented growth rates in emerging markets, as well as steady growth in developed and post-developed markets. Yet, a more relevant question to marketers of branded skincare products is what factors influence consumers’ decisions about where to buy such products, and whether or not to spread positive word-of-mouth (WOM) about products and store preferences. Sirgy’s (1982, 1985) self-congruence theory postulates that the greater the match between a consumer’s self-image and the image of a retailer’s typical patron, the greater the likelihood that the consumer will prefer and patronize that retailer. However, a review of the literature on self-image congruence shows a lack of consensus with respect to: 1) the effect of self-image congruence on retail patronage, and 2) the relative strength of the four dimensions (i.e., actual/ideal self- and social/ideal social self-image) of self-image congruence on consumer preferences and choices (e.g., Ibrahim & Najjar, 2008; Kang, Tang, Lee, & Bosselma, 2012). Further, Sirgy, Grewal, and Mangleburg (2000) suggested that the more a consumer matches a retailer’s store attributes with those of an ideal store, the more likely the consumer will prefer and patronize the retailer. Thus, an integrative model (Sirgy et al., 2000) that captures the effects of retail environment and self-image congruence on retail patronage served as the theoretical foundation of this study. The purpose of this study was to examine interactively the effects of retail environment and self-image congruence on retail shopping experience and patronage behavior of Generation Y-aged (Gen Y) consumers with respect to skincare products (i.e., a sub-sector of cosmetics). Primary data were collected through online surveys from 336 American and 325 Chinese Gen Y consumers. Structural Equation Modeling (SEM) was used to test the hypothesized relationships between self-image congruence, functional congruence, retail shopping experience, and retail patronage behavior. The findings indicate that, across the two sample groups examined, both self-image and functional congruence are related positively to Gen Y consumers’ intentions to spread positive WOM about products and store preferences. In addition, functional, but not self-image congruence, is related positively to purchase intentions across the two groups. Importantly, shopping experience, including satisfaction and pleasure, mediates the relationships between self-image, functional congruence, and retail patronage. Finally, the results of multi-group comparisons show that culture moderates the relative strength of the effect of different dimensions of self-image congruence on Gen Y consumers’ evaluations of retail store attributes and their likelihood to disseminate positive WOM. Specifically, the social-domain of image congruence (e.g., how others see me) had a greater influence on WOM for consumers from a collectivistic culture than it did for those from an individualistic culture. In contrast, the self-domain of image congruence (e.g., how I see myself) had a greater effect on Gen Y consumers’ evaluations of store attributes among those from an individualistic culture than it did for those from a collectivistic culture. This study makes three major contributions to the literature. First, the findings confirm the role of self-image and functional congruence on retail shopping experience and patronage behavior. Second, by using two sample groups from vastly different cultures, the study cross-validates the integrative conceptual model that explains consumers’ retail patronage. Finally, the findings add depth to the original self-image congruence theory by identifying conditions in which the relative strength of the relationships differ.

Problem background: The voluntary turnover of employees is increasing, the baby boomer generation is retiring and the remaining jobs are to be filled with the workforce left behind, a workforce that is smaller in size. These younger generations (generation Y and Z) have different values and attitudes towards work, and they tend to switch jobs more frequently. This means that companies needs to focus on retaining their personnel. This is particularly true for SMEs since they do not have the same resources to spend on attracting potential workers as larger corporations. Purpose: The purpose of this study is to gain a better understanding of how SMEs use employer branding to retain young employees (18-30 years old) in their organization and how it is perceived. Theoretical framework: Consists of theories regarding employer branding and organizational behaviour. These include signaling theory, functional and symbolic attributes, the seven brand value propositions and organizational reputation. Methodology: The authors has used a deductive qualitative approach where a total of 14 semi structured interviews has been conducted. Seven of the interviews were performed on employees between the age of 18-30 years old from three different companies. The remaining seven were performed on management personnel from the same three companies. The respondents answered a questionnaire at the end of each interview. Empirical results: Contains a summary of each company that were involved as well as what was discussed and uncovered in the interviews. Analysis: It connects the empirical results and the theoretical framework. The found discrepancies and similarities are discussed and analyzed with the seven brand value propositions based on the theoretical framework. Conclusion: It was concluded that there exists a discrepancy between Workers and Management when it comes to the time the Workers are willing to stay. It was also uncovered that development was an important aspect when it came to the young employees turnover intention as well as flexible schedules, support from management, salaries and varying work tasks. The reputation of the companies was also not accurate which in turn could affect the matching potential between organization and individual.

Gen Y (1980-1995) är en generation med förväntningar och behov, som innefattar att de i högre grad tenderar att byta arbetsplats jämfört med Gen X (1965-1980), vilket utgör en utmaning för organisationer. Studiens syfte är att beskriva och skapa en förståelse för hur ledare i en kunskapsintensiv organisation arbetar med Talent Management (TM) för att behålla talang av Gen Y. Arbetet tar formen av en deskriptiv fallstudie där studieobjektet är ett konsultbolag i en bransch med hög personalomsättning. Studien grundar sig i en kvalitativ forskningsmetod vari data har samlats in genom semistrukturerade intervjuer. Studiens resultat beskriver hur den studerade organisationen arbetar aktivt med de två TM aktiviteterna Employee Retention Strategies (ERS) och Employee Value Proposition (EVP), i försök att behålla Gen Y. Det går däremot inte att dra en slutsats kring huruvida organisationers arbete med TM påverkar behållandet av Gen Y positivt, eftersom ett sådant resultat inte framkommer av studien.

Beginning in 2015 a major demographic shift in the majority income producers in the United States has moved from Baby Boomers to Millennials. At the same time, many nonprofits are not equipped to engage with Millennials and lack the knowledge and resources to tap into their philanthropic preferences. Using the theories of planned behavior, reciprocal altruism, social status, and warm glow theory, the purpose of this qualitative study was to explore opportunities for U.S. based nonprofit organizations to interact more effectively with members of the Millennial generation in terms of philanthropic behavior. Data were collected and analyzed using Q Methodology and included 36 Millennials attending the University of Arkansas, Fayetteville. Overall the researcher found that Millennials embrace the idea of using gamification to further fundraising. Five factors or profiles of potential donors were extracted from the Q-sort results: (a) the nongaming, knowledge seeker; (b) the high engagement, needs recognition donor; (c) the philanthropist gamer; (d) the gamer, let's play but not compete; and, (e) the transparent gamer. The findings of this study have the potential to create positive social change by providing information to nonprofits who may use it to cultivate, educate, and solicit individual charitable donations from members of Gen Y. The positive social change implications of this study include advice to nonprofit organizations on ways to increase revenue streams through donations from Millennials that could enable nonprofit organizations to better fulfill their mission and serve their constituents