PurposeThe largest diversity of generations is represented in today's workplace than at any other time in history. With this diversity comes new challenges. The purpose of this article is to analyze the specific challenges, and also opportunities, inherent in managing – and working in – a multigenerational workforce. By focusing on research about the character traits of workers in each generation, and identifying the types of conflict that can result, managers can better understand these characteristics and work styles, and can leverage them to enhance both team and organizational success.Design/methodology/approachA wide range of studies and research was reviewed, and all revealed the methods to recognize the key motivators for each generation. By understanding and appreciating each age group's work style and personality traits, existing friction can be minimized and the assets of managing – and coexisting within – a multigenerational workforce is maximized.FindingsThree primary generations exist in the business world: baby boomers, generation X, and generation Y (known as millennials). Each possesses unique characteristics that affect work ethic and relationships, how change is managed, and perception of organizational hierarchy: defining events in each generation's life all occurred between the ages of 5 to 18, the developmental years. The different backgrounds and life experiences result in five areas of potential workplace strife surrounding their differing expectations, distinct work ethics, deep‐seated attitudes, opposing perspectives and diverse motivators.Research limitations/implicationsMore research on generation X and millennials and their role in the workplace in developing countries is needed. Another area that needs future research is how increasing globalization impacts generational cohorts in different countries.Practical implicationsThe existence of a multigenerational workforce affects two areas of human resources policy and employee development efforts: retention and motivation. Employees of diverse age groups react differently to programs designed to address these two areas, and also have differing expectations. Companies may need to rethink their existing practices.Originality/valueThe article will deepen understanding of the differences that can divide generations and explore the benefits – and necessity – of creating and leveraging a multigenerational workforce.

We construct an oligopoly model in which a multinational firm has a superior technology compared to local firms. Workers employed by the multinational acquire knowledge of its superior technology. The multinational may pay a wage premium to prevent local firms from hiring its workers and thus gaining access to their knowledge. In this setting, the host government has an incentive to attract FDI due to technology transfer to local firms or the wage premium earned by employees of the multinational firm. However, when FDI is particularly attractive to the multinational firm, the host government has an incentive to discourage FDI.

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