From Intergenerational Learning to Dynamic Capability: a Comparative Approach Between France and Japan

In this research in progress, we analyze the relationship between intergenerational learning and organizational performance. Our proposition is that intergenerational learning can leverage dynamic capabilities of organizations, by ensuring the effective reconfiguration of organizational competences, in a dialectic between continuity and change. Looking for key factors enabling the reconfiguration of organizational competences, we analyze the influence of interpersonal characteristics, group-level characteristics, and managerial features on intergenerational learning, for three different functions of dynamic capabilities (the extension, creation and modification of competences). Considering the necessarily embedded nature of intergenerational learning mechanisms, we lead a multiple case-study across an international comparison between France and Japan.