One generation may hide another: Generation Y or new socialization tactics? Past and present at ERDF

This article is an empirical contribution to the recent theoretical frameworks developed by Joshi et al (2010, 2011) for studying generations in organizations. The authors argue that the effects of generations are contingent on organizations, and that generations may also exist at an organizational level, though they are usually considered at a societal level. Studying the situation of ERDF (French national company of electricity distribution) which faces a massive generational renewal, we seek to answer two research questions: (1) can we empirically identify organizational generations? And if so, (2) what does this identification add to the understanding of generations' challenges in organizations? For that, we combine Joshi et al (2010, 2011) conceptual frameworks on generations and Van Maanen and Schein (1979) organizational socialization tactics in the case study of ERDF. Our results show that over time, a slide from institutionalized to individualized socialization tactics can be related to a new balance in generational identities for newcomers in the company. From there, we are able to identify organizational generations coexisting inside ERDF and propose that this more accurate diagnosis on generations leads to alternative interpretations to generational stereotypes, opening new perspectives for managerial action.