Today, as a result of the improvements especially in the area of medical sciences, conditions of life have changed and the work period has been prolonged. Currently more than one generation has been living together, and even working together. In recent years, it is observed that generationally diverse environments and product or services addressing multi-generational user groups have attracted the attention of particularly the marketing sector and this attention to the generational diversity has become a trend in the design field just as it has in many other areas. This study analyses the design assets of the office environments from the perspective of the important characteristic of the workforce, namely the generational diversity. Designing the office environment by taking only the current and future generations into consideration is not a sufficient way anymore. So, office designers are expected to consider also the older generations existing at the same environment. This trend towards generational diversity has started with the designs and arrangements of home environments / later, due to the advantages it has provided for the organizations&rsquo / success, it has gradually spread towards the designs of office environments. In this study, the work habits of generations have been analyzed initially and then it has been related to the office environments and work cultures. At the end of the study, the effects of multi-generational workforce on the office environment design assets have been discussed.

More than 35% of the U.S. workforce is composed of Baby Boomers who are eligible to retire within the next 5 years. Despite the potential loss of critical expertise, a gap in knowledge retention exists in small consulting businesses. The purpose of this case study was to explore effective strategies for retaining the tacit and explicit knowledge of retiring employees, to avoid operational knowledge drain. Exploration ensued through semistructured interviews at 2 small consulting businesses in the Washington, DC metropolitan area that are adept at innovatively retaining requisite knowledge. The conceptual frameworks of Bass' transformational leadership and Nonaka's knowledge creation led to the identification of strategies to retain tacit and explicit knowledge of retiring Baby Boomers. Seven small business leaders addressed questions on knowledge types, knowledge stimulation and sharing methods, and retention strategies to provide meaningful responses to the knowledge retention phenomenon. Data analysis included the Colaizzi and modified van Kaam methods of mining, categorizing, organizing, and describing participants' statements. Subsequently, the themes that emerged during the analysis identified reward, communication, and motivation as strategies for knowledge-share and transfer. Succession planning, mentoring, documentation, training, and knowledge sharing also emerged as effective methods for knowledge retention. The findings will contribute to social change by illuminating the roles effective leaders practice to influence and foster knowledge management, offering insight to other small businesses having difficulties remaining sustainable as the operational knowledge of Baby Boomers becomes unavailable as they retire.

The potential knowledge loss from Baby Boomer generation employee retirements can negatively affect information systems organizations. The purpose of this hermeneutic phenomenology study was to explore the lived experiences of the leaders and managers of information systems organizations as they tried to maintain operational continuity after Baby Boomer worker retirements. The impact of this issue was the operational continuity after the Baby Boomer worker retirement. The social impact of this issue was the knowledge loss events that might result in business loss or even bankruptcy. McElroy's knowledge life cycle model was the conceptual framework for this study that included knowledge production and knowledge integration processes within a feedback loop. The lived experiences of 20 knowledgeable participants who had experienced institutional knowledge loss from retired Baby Boomer generation employees were captured through purposeful sampling. Data were collected through individual interviews using either face-to-face or a web conferencing tool such as Skype and analyzed through a modified Van Kaam. Five themes were identified: business climate, delivery practices, work processes, camaraderie, and management response. Significant attributes that added to the body of knowledge were workplace navigation, alternate focus, and outsourcing management. The results of the study may enable organizations to be better able to understand and manage the Baby Boomer knowledge loss effects and subsequently create systems to help maintain their competitive edge and avoid knowledge loss that might result in business loss or even bankruptcy.