Generational Differences and Organizational Resilience: Addressing Workplace Conflicts

Abstract

This study examines the issue of generational conflicts and motivational differences in the workplace in the 21st-century organizational environment, with a particular focus on the role of assertiveness, agility, artificial intelligence (AI), sustainability, and corporate social responsibility (CSR) . The aim of the research was to explore how different generations (Baby Boomers, X, Y, Z) relate to the value of work, self-actualization, and technological change, and how generational differences can be turned into a motivational advantage. The study was exploratory in nature, based on a non-representative sample, and used a qualitative approach to interpret communication patterns, leadership styles, and the relationships between generational attitudes. The results show that conflicts are primarily driven by different motivational structures rather than differences in values: while older generations value stability and loyalty, younger generations prioritize flexibility, learning, and social impact. The buzzwords of the 21st century—such as AI use, agile organizational functioning, and CSR-oriented leadership—provide a new interpretive framework for generational cooperation. The study concludes that assertive communication and value-based leadership can be effective tools for bridging generational differences. However, the limitations of the research include the non-representative sample and the lack of a standardized, validated questionnaire that would be capable of measuring complex, mutually reinforcing psychological and technological factors. The research contributes to the literature on generational research, organizational behavior, and human resource management by pointing out that generational differences are not insurmountable obstacles, but rather the foundation for developing a sustainable and innovative organizational culture.