The impact of workforce age diversity on non-financial organizational outcomes considering the role of knowledge transfer

Purpose: The purpose of this research is to investigate the impact of workforce age diversity on non-financial organizational outcomes, with a specific focus on the role of knowledge transfer. It aims to understand the implications of age diversity for organizational success, considering both positive and negative effects, and to provide actionable insights for management practices. Design/methodology/approach: This study employs a quantitative approach involving surveys conducted among medium to large enterprises in Poland. Data collection utilized structured questionnaires administered to HR managers, HR directors, and rank-and-file employees. The study measures workforce age diversity using estimated data and calculates diversity indices (Blau and Teachman) to quantify diversity levels. Knowledge transfer is assessed using a validated scale, and non-financial organizational outcomes are measured through scales assessing innovation, risk-taking, and flexibility. Findings: The empirical analysis reveals that age diversity among employees does not directly correlate with organizational outcomes such as innovation and risk-taking. However, knowledge transfer significantly enhances these outcomes. Contrary to initial hypotheses, age diversity does not directly influence knowledge transfer within organizations, indicating a complex relationship that requires nuanced management strategies. Research limitations/implications: Limitations include the use of estimated age diversity data and the specific focus on Polish organizations, limiting generalizability. Future research should explore additional mediating and moderating variables, such as organizational culture and leadership styles, to better understand the dynamics between age diversity, knowledge transfer, and organizational outcomes. Practical implications: Practically, this research underscores the importance of fostering effective knowledge transfer practices within diverse age groups to enhance organizational innovation and flexibility. It recommends that organizations invest in training and development programs aimed at facilitating intergenerational knowledge exchange, thereby optimizing workforce potential and adapting to demographic shifts. Originality/value: This paper contributes to the literature by providing empirical insights into the complex interplay between age diversity, knowledge transfer, and organizational outcomes. It highlights the critical role of knowledge transfer in leveraging age diversity as a strategic asset for organizational competitiveness and sustainability.