Age Diversity in the workplace - A Critical Management Perspective Co-edited volume by: Silvia Profili, European University of Rome (Italy) Alessia Sammarra, University of L’Aquila (Italy) Laura Innocenti, LUISS Guido Carli University (Italy) Deadline for submission of full chapters: April 30, 2016 Theme Over the last few decades, the workforce has become increasingly diverse on various dimensions, including age. One of the implications of the longer working lifespan is that the distance among employees at both extreme ends of the age continuum is growing. Very young employees must work together with considerably older colleagues and vice versa, making it compelling for organizations to effectively manage this age diversity. However, despite the growing relevance of this phenomenon, research on the implication of age diversity in the workplace is still much under-explored than that on race and gender. This volume aims to explore the impact of age diversity on individual, group and organizational outcomes, offering a critical perspective on the way organizations frame and manage age diversity. Although scholars seem to reach a consensus about the necessity to engage a more age-diverse workforce, its conceptualization, strategic impact, and related HR practices are not well-balanced in the literature. As individuals and societies, organizations still struggle to deal with the complexity associated to unprecedented demographic changes. Facing the demographic challenge in the workplace calls into question conventional ways of management thinking, doing and being. This volume bridges theoretical and empirical approaches to provide insights on the challenges of valuing workers at any points of their professional life, from youth to retirement, embracing perspectives that span from the individual, to the group and organizational levels of analysis. The book is divided into three parts. Contributions in the first section raise questions about the meanings of age and age diversity and how and when age matters in organizations. The second part of the volume explores the relationship between age diversity and individual, group and organizational performance, taking into account the boundary conditions that shape this relationship, helping to explain the inconclusive findings reported in the extant literature. The last section critically examines the role and contribution of HR practices in forging an age inclusive workplace, focusing on the ways selection, career development, work design and flexibility, and training should address the challenges of an age diverse workforce. Possible topics are (but are not limited to): • Bringing the demographic challenge in the workplace

• The multiple meanings of age diversity and their relevance in the workplace • Understanding the influences of context at macro, meso and micro levels in age diversity

management research • An individual, group and organizational perspective on age diversity • Who is accountable for managing age diversity and inclusion in the workplace? • Age diversity as a double-edged sword for performance • Antecedents and consequences of age diversity climate • The role of individual age similarity preference in an age-diverse environment • Social cohesion, conflict, communication and knowledge exchange within age diverse

work teams and organizations • The implementation of age-related HR practices • A lifespan perspective on job design • Ageing, age diversity, and career development • Training learning, and skill acquisition across the lifespan • Successful aging at work Target audience The target audience includes researchers, practitioners and post graduate students. Therefore, contributions need to address both scientific and practical implications of the research. Type of contributions and length Contributions to this volume could herald from a range of different literatures including, but possibly not limited to, management, organization theory, organizational psychology, ergonomics, and sociology. Empirical analyses, qualitative studies as well as conceptual contributions are encouraged. Chapters are expected to have between 7,000 and 10,000 words (including references, figures, and tables). Only original work whose copyright is owned (or cleared) by the chapter authors, and not considered for publication elsewhere, can be considered for inclusion in the ASM series. Submission Scholars whose work is likely to fit this call for chapters are invited to contact the editors via email (linnocenti@luiss.it; silvia.profili@unier.it; alessia.sammarra@univaq.it) to discuss their ideas and in preliminary form assess whether their contribution would be included. Brief descriptions (300 words or less) of the main contents of their chapter, their methodology and about 200-word author(s)’ bio(s) highlighting their expertise in the area should be sent to all editors for initial consideration, before February 5, 2016. Chapter authors (and voluntary peers) are also expected to review anonymously the chapters submitted for this volume, as part of their contribution. Important deadlines • February 5, 2016: preliminary screening of ideas for chapters (up to 300 words abstract) • April 30, 2016: full chapters • September 30, 2016: reviews/ comments to the authors • December 1, 2016: revised chapters resubmitted • January 15, 2017: last comments from the editors to the authors • February 15, 2017: final chapters submission

• August 2017: publication of the volume Books in the Advanced Series in Management may be obtained in both electronic and paper form and are included in Thomson Reuters Book Citation Index. The Book Citation Index is a product within the Thomson Web of Science. Web of Science includes citation databases such as the Social Sciences Citation Index (SSCI) and the Conference Proceedings Citation Index. The Book Citation Index (BKCI) means that scholars can now access citation data across all major publication formats. This title is indexed in Scopus. For more information on the Advanced Series in Management, please visit: www.emeraldgrouppublishing.com/products/books/series.htm?id=1877-6361 For information pertaining to Emerald’s style guide refer to www.emeraldgrouppublishing.com/products/ebookseries/author_guidelines.htm. References: Backes- Gellner, U., Veen, S. (2013). Positive effects of ageing and age diversity in innovative companies - large-scale empirical evidence on company productivity. Human Resource Management Journal, 23 (3), 279-295. Boehm, S., Kunze, F., Bruch, H. (2014). A spotlight on age-diversity climate – how age related human resource management practices might lead to organizational performance. Personnel Psychology, 67, 667-704. Guillaume, Y.R.F., Dawson J.F., Woods S.A., Sacramento C.A., West, M.A. (2013). Getting diversity at work to work: What we know and what we still don’t know. Journal of Occupational and Organizational Psychology, 86, 123–141. Harrison, D. A., Katherine J. Klein, K. J. (2007). What's the difference? Diversity constructs as separation, variety, or disparity in organizations. Academy of Management Review, 32 (4): 1199-1228. Joshi, A., Liao, H., Roh, H. (2011). Bridging domains in workplace demography research: A review and reconceptualization. Journal of Management, 37: 521-552. Kooij, D. T. A. M. (2015) Successful Aging at Work: The Active Role of Employees. Work Aging Retire 1 (4): 309-319. Kooij, D. T. A. M., Guest, D. E., Clinton, M., Knight, T., Jansen, P. G.W., Dikkers J. S.E. (2013). How the impact of HR practices on employee well-being and performance changes with age. Human Resource Management Journal, 23 (1): 18-35. Kunze, F., Boehm, S., Bruch, H. (2011). Age diversity, age discrimination, and performance consequences - a cross organizational study. Journal of Organizational Behavior, 32(2): 264-290. Kunze, F., Boehm, S., Bruch, H. (2013). Organizational boundary conditions to prevent negative performance consequences of age diversity. Journal of Management Studies, 50 (3): 413-442. Ollier-Malaterre, A., McNamara, T., Matz-Costa, C., Pitt-Catsouphes, M., Valcour M. (2013). Looking up to regulations, out at peers or down at the bottom line: How institutional logics affect the prevalence of age-related HR practices. Human Relations, 66: 1373-1395. Rabl, T., del Carmen Triana, M. (2014). Organizational Value for Age Diversity and Potential Applicants’ Organizational Attraction: Individual Attitudes Matter. Journal of Business Ethics, 121(3), 403-417. Roberson, Q. M. (2006). Disentangling the meanings of diversity and inclusion in organizations. Group and Organization Management, 31 (2), 212-236. Shore, L.M., Chung-Herrera B.G., Dean, M.A., Holcombe Ehrhart K., Jung D.I., Randel A.E., Singh G. (2009). Diversity in organizations: Where are we now and where are we going? Human Resource Management Review, 19, 117–133.

Standifer, R. L., Lester, S. W., Schultz, N. J., Windsor J. M. (2013) How age similarity preference, uncertainty, and workplace challenges affect conflict. Human Relations, 66 (12): 1597-1618. van Knippenberg, D., Homan, A.C., van Ginkel, W.P. (2013). Diversity cognition and climates. In Q. Robinson (Ed.), The Oxford handbook of diversity and work (pp. 220-238). New York: Oxford University Press. Zaniboni, S., Truxillo, D. M., Fraccaroli, F. (2013). Differential effects of task variety and skill variety on burnout and turnover intentions for older and younger workers. European Journal of Work and Organizational Psychology, 22, 306-317. - See more at: http://www.emeraldgrouppublishing.com/products/books/call_for_papers.htm?id=6481#sthash.aF2NWDXo.dpuf