Generation X: acceptance of others and teamwork implications

Purpose – Seeks to conduct serious academic study of the Generation X phenomenon. Design/methodology/approach – Considers how the literature (primarily the popular press) has viewed the contrast between Generation X and its predecessor, the Baby Boomer generation. Uses Fey's acceptance of others scale to consider what differences may exist between these individuals and those who preceded them. Findings – The popular literature and anecdotal evidence from practicing managers hold that the impact of a new, radically different generation, often referred to as Generation X, is just now beginning to be felt in US organizations as well as in society as a whole. Many observations and informal reports from practicing managers describe how different the “new breed” of employees is and how difficult they are to manage. Finds that issues of trust and independence surface repeatedly. Interprets the results as providing some evidence that generational differences may exist. Research limitations/implications – Considerable future research will be required to clarify the extensiveness of the differences and their significance. Originality/value – Considers the impact of a radically different generation on US organizations and on society as a whole.