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5. Conclusions Bertrand Pauget and Ahmed Dammak We studied <strong>the</strong> impact <strong>of</strong> Generation “Y” on <strong>the</strong> French health and social sector. Three items that are specific to Generation “Y” were examined: <strong>the</strong> need for flexibility, different expectations in terms <strong>of</strong> relationships (mainly with management), and <strong>the</strong> impact <strong>of</strong> Generation “Y” on organizations. This is a preliminary study, which we are currently expanding to confirm our initial findings. We found a consistent correlation between <strong>the</strong> characteristics <strong>of</strong> Generation “Y” in France and those in <strong>the</strong> US. However, several characteristics appeared as an expected change in French organizations. Organizations that remain very bureaucratic should evolve in several ways: Immediate management should be reevaluated. The manager is <strong>the</strong> person who challenges teams in <strong>the</strong> framework; <strong>the</strong> manager controls <strong>the</strong> changes in relational rules and <strong>the</strong> routines. Human resources should pay particular attention to <strong>the</strong> trajectory <strong>of</strong> individuals within organizations. It now appears more difficult to think in terms <strong>of</strong> status or occupation because <strong>the</strong> members <strong>of</strong> Generation “Y” want more individualization in <strong>the</strong>ir duties. Organizations should be more crosscutting. However, few tools are available to understand and integrate <strong>the</strong>se new relational innovations. To integrate <strong>the</strong> younger generation, <strong>the</strong>se different expectations must be considered. Tools must be developed and invested that take into account <strong>the</strong> value <strong>of</strong> <strong>the</strong> individual and collective relationships <strong>of</strong> employees to <strong>the</strong> organization. Generational conflict will not occur (Sabat, 2009), but Generation “Y” will lead to major changes for management and organizations. References Amirou R., Pauget B., (2011), « La Nature comme sacralité postmoderne. Illustrations à partir du tourisme en France", 5th Isrich conference , 5-6 mai. Attias-Donfut, Sociologie des générations : l’empreinte du temps. PUF, Paris, 1988. Baldonado, A., & Spangenburg, (2009), J., “Leadership and <strong>the</strong> future: Gen Y workers and two-factor <strong>the</strong>ory”, Journal <strong>of</strong> American Academy <strong>of</strong> Business, 15, 1.Becker H. (1963) .Outsiders; studies in <strong>the</strong> sociology <strong>of</strong> deviance. Free Press <strong>of</strong> Glencoe. London. Carol A., (2009, .Génération Y – Qui sont-ils, comment les aborder ?. Les Éditions Logiques. 3ème édition. Eisenstadt, S.N. (2006) From Generation to Generation: Age Groups and Social Structure. New York. Free Press. 1956. Grenier C, “Apprentissage de la coordination entre acteurs pr<strong>of</strong>essionnels – le cas d'un réseau de santé », Revue Gérer et Comprendre, mars, n° 83, pp 25-35, Hlady Rispal M., (2002), La Méthode Des Cas - Application À La Recherche En Gestion, De Boeck, Kimberly J. Are you ready for <strong>the</strong> next generation <strong>of</strong> workers. Hampshire Business Review, 2009; January: 2 – 15. Kodatt S., (2009), <strong>Proceedings</strong> <strong>of</strong> <strong>the</strong> European <strong>Conference</strong> on Management, Leadership & Governance,: 61-65 Estryn-Béhar M., Ijm Van der Heidjen B., Fry C. (2005), « Le tutorat au service du management intergénérationnel « , Revue soins & cadres de santé. 63. Mead, M. , (1979), Le fossé des générations : les nouvelles relations dans les années 1970, Denoel Gonthier, ParisETE Mannheim, K. (1928). Das Problem der Generationen, Kölner vierteljahrshefte für Soziologie, vol. 7, réédité dans Wissensoziologie (Berlin, Neuwield, Luchterhand, 1964. Mehan H., (2010), “Structuring school structure”, Harvard business Review, 48, 1, Feb, pp132-134 Meister J. C., Willyerd K. (2010), “Mentoring Mill Delivering <strong>the</strong> feedback Gen Y craves is easier than you think”, Harvard Business Review, may. Mintzberg (1979), The Structuring <strong>of</strong> Organizations: A Syn<strong>the</strong>sis <strong>of</strong> <strong>the</strong> Research, Prentice-Hall. O’Bannon, G., (2001), «Managing Our future. The generation x factor», Public Personal Management, vol. 30, p. 95-109. Ollivier, D. & Tanguy, C., (2008), Génération Y, mode d’emploi : intégrez les jeunesdansl’entreprise !, Bruxelles, De Boeck. de la Pauget B., (2006), La connaissance relationnelle comme aide à la structuration d’une organisation, Thèse de troisième Cycle. Troyes. Pauget B., Cabrol M., (2011), “The role <strong>of</strong> relational competence in <strong>the</strong> health careSector”. Journal <strong>of</strong> Social Managament, (1). Préel, B. (2005), Les générations mutantes. Belle Époche. Krach. Mai 68. Internet : quatre générations dans l’histoire. Paris : La découverte. Reisenwitz T.H., Rajesh I. (2009) “Differences in generation X & Y: implications for <strong>the</strong> organization and marketers”. The Marketing Management Journal ; 19. 2 : 91-103. RelStauffer, D. (1997), « For generation Xers, what counts isn’t all work or all play », Management Review, Vol. 86, p. 7.ations Today, Vol. 24, p. 55-64. 402
Bertrand Pauget and Ahmed Dammak Saba,T. (2009), «Les différences intergénérationnelles au travail. Faire la part des choses». Gestion ; Vol. 31, Nr.3, p. 25 Tinsley B., (2008), Call <strong>the</strong>m Generation Y. Business Press. . Smida A. et Gomez-Mejia A., (2010),« Entreprise stressée. Un essai de conceptualisation et une typologie », Management & Avenir,n° 35 : Page 130 à 148 Sirias D., H.B. Karp, Timothy Bro<strong>the</strong>rton, (2007) "Comparing <strong>the</strong> levels <strong>of</strong> individualism/collectivism between baby boomers and generation X: Implications for teamwork", Management Research News, Vol. 30 Iss: 10, pp.749 – 761 Tulgan, B. (1997), «Generation X: slackers? Or <strong>the</strong> workforce <strong>of</strong> <strong>the</strong> future? » , Employment Weber M. (1963), Le savant et le politique. Paris : Union Générale d’Éditions, Yin, R. (1994). Case study research: Design and methods (2nd ed.). Beverly Hills, CA: Sage Publishing. 403
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Proceedings <stron
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Contents Paper Title Author(s) Page
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Paper Title Author(s) Page No. Main
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Paper Title Author(s) Page No. Know
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Preface These proceedings represent
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TU Dortmund, Germany, ); Wing Bun L
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William Halal is Prof</stro
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Evgeny Blagov has obtained a specia
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science and mathem
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George Majdalany is a PhD candidate
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Joyce Nesamani Simson is a PhD cand
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Manpower Discipline Based on Knowle
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Peyman Akhavan et al. brains, knowl
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Peyman Akhavan et al. showed that o
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Peyman Akhavan et al. appropriate l
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Peyman Akhavan et al. sources for c
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Attitudes Towards Changes and Organ
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Ruth Alas et al. During the
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Professional inter
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Ruth Alas et al. Table 4: Correlati
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Research was supported by ETF Grant
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Rivadávia Correa Drummond de Alvar
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5. Conclusions Rivadávia Correa Dr
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Toward a Meta-Synthe</stron
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Xiaomi An et al 2.3 Reasons for dev
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Xiaomi An et al PTC works closely w
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Xiaomi An et al The first is an adm
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Xiaomi An et al policy reflections
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Figure 1: Transmission gear Marko A
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Marko Anzelak et al. knowledge basi
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Marko Anzelak et al. 72% recognise
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Marko Anzelak et al. virtually all
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Gabriel Prananingrum Aryanindita an
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Rita Babiliūtė and Kęstutis Kri
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Knowledge Management, Cultural Know
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Leonard Barnett and Edward Carter 2
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter p
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Leonard Barnett and Edward Carter d
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Impact of Knowledg
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Bob Barrett shorter product life-cy
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Bob Barrett 6. Concept of</
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Bob Barrett Brown, J.S. and Duguid
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Aurilla Aurelie Bechina and Eli Hus
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Lorne Booker et al. Knowledge is us
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Figure 1: Business Valuation Knowle
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3.4 Practitioner knowledge market L
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4. Implications Lorne Booker et al.
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Strategic Thinking Dimensions in Em
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Constantin Bratianu et al. shows <s
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Constantin Bratianu et al. Academy
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Constantin Bratianu et al. cases wi
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Constantin Bratianu et al. Pinker,
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Delio Ignacio Castañeda and Sandra
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Quality in Teacher Education: A Sys
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Rajendra Chetty The mechanism <stro
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Academic leadership Rajendra Chetty
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Rajendra Chetty There must be a re-
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Developing Personal Knowledge Manag
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Thirathep Chonmait
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Thirathep Chonmait
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The Relationship Between Knowledge
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Samuel Kai Wah Chu et al. A knowled
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Samuel Kai Wah Chu et al. negative
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Samuel Kai Wah Chu et al. Questionn
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Samuel Kai Wah Chu et al. few done
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Value Creation Through Collaborativ
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Ridha Derrouiche et al. level for e
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Ridha Derrouiche et al. best, <stro
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Ridha Derrouiche et al. experience
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Ridha Derrouiche et al. Of course,
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Organizational Learning and Transfo
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Irra Chrisyanti Dewi was carried ou
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Irra Chrisyanti Dewi Table 2: Valid
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Irra Chrisyanti Dewi Library is exp
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Knowledge Acquisition and Sharing:
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Ikechukwu Diugwu articulated and st
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Ikechukwu Diugwu establishing setti
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Ikechukwu Diugwu Mentzer, J. T., Mi
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Eva Eckenhofer cou
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Eva Eckenhofer The
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Eva Eckenhofer The
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Eva Eckenhofer Bur
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1.2 Intellectual capital and innova
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3.2.2 Reliability Irene Y.H. Fan an
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Figure 4: latent variable coefficie
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Irene Y.H. Fan and Rongbin W.B. Lee
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Irene Y.H. Fan and Rongbin W.B. Lee
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2.1 Appropriation Ronny Gey From a
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Ronny Gey Table 1: Characterization
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Ronny Gey The developers feel that
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Ronny Gey A first limitation we wer
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Kenneth Grant part of</stro
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Kenneth Grant The diffusion was stu
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Kenneth Grant A detailed computer-s
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Kenneth Grant did not come to <stro
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Kenneth Grant of m
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Michel Grundstein although hundred
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Michel Grundstein Figure 1: DITEK p
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Michel Grundstein 4.1.1 Knowledge i
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Michel Grundstein share. However <s
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6. Conclusions and perspectives Mic
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Intellectual Property Valuation Dec
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Hezlin Harris et al. (Burrone and S
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Hezlin Harris et al. The need for s
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Acknowledgements Hezlin Harris et a
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Managing an Assessment Process <str
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Table 1: List of N
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Shaheed Hartley Table 3: OEQ respon
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Shaheed Hartley It is very difficul
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A Community Framework for Knowledge
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Igor Hawryszkiewycz between communi
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Figure 4: Modeling knowledge subsys
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Igor Hawryszkiewycz Prahalad, C.K.,
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Eli Hustad and Aurilla Aurelie Bech
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Does Knowledge Stickiness Affect a
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Nurul Indarti knowledge (Nelson and
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3. Research methods 3.1 Research in
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Coded knowledge Nurul Indarti The f
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Nurul Indarti Arrow, K. J. (1969).
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Organizational Learning in Pr<stron
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Brigita Janiunaite et al. learn and
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Brigita Janiunaite et al. given dif
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Brigita Janiunaite et al. empowered
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Brigita Janiunaite et al. A statist
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Brigita Janiunaite et al. learning
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Balancing the Ince
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Giedrius Jucevičius safeguard and
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Giedrius Jucevičius nature <strong
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Giedrius Jucevičius motivating fac
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Giedrius Jucevičius Ghosh, T. (200
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Palmira Juceviciene and Vyda Mozuri
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Robertas Jucevicius relations shoul
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Robertas Jucevicius do not know whe
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Robertas Jucevicius and innovation
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Robertas Jucevicius Lawton Smith, H
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Annukka Jyrämä et al. knowledge c
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Annukka Jyrämä et al. Respondents
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Annukka Jyrämä et al. various cit
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Annukka Jyrämä et al. example hea
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Managing Information Overload - Tea
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Harri Ketamo conceptual structure a
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Harri Ketamo limited to YouTube, Fl
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Harri Ketamo Figure 8: Visualizatio
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Farmers’ Knowledge Management in
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2.1 Farmer knowledge Le Nguyen Doan
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Le Nguyen Doan Khoi days needed for
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Le Nguyen Doan Khoi dosage. Moreove
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Le Nguyen Doan Khoi use homemade in
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Developing Human Capital through Ne
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Eric Kong organisation as individua
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Eric Kong As described by Tosey and
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Eric Kong Craft, A. (2001) "Neuro-l
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Sophie Le Bellu and Benoit Le Blanc
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Results Sophie Le Bellu and Benoit
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Pornpen Lertthasanawong and Nopasit
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2. Literature review Ya-Hui Ling 2.
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Ya-Hui Ling action of</stro
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Intellectual Capital Intellectual C
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Page 405 and 406: Maria Cristina Morariu economy and
Page 407 and 408: Table 1: Literature review summary
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Page 411 and 412: 4.2 Correlation analysis Maria Cris
Page 413 and 414: 4.3 Regression analysis Maria Crist
Page 415 and 416: Table 13: Regression analysis_M6 Mo
Page 417 and 418: The Arrival of <st
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Page 433 and 434: The Dark Side of S
Page 435 and 436: Siwarit Pongsakornrungsilp vans, ro
Page 437 and 438: Siwarit Pongsakornrungsilp Kreng Ja
Page 439: Siwarit Pongsakornrungsilp Lave, J.
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