“…Analysesconductedfrominterviewswithexecutivesoftwodistinctgenerationsshowthat,with theolderexecutives,somepersonalissuesarehighlighted,suchasresentment,theheroismofthetime, professionalethics,culttotechnicaltitlesobtainedduringtheircareer,dedicationtoanorganization andopennesstodealwithpersonalaffairs.Oftheyoungerexecutives,however,theissuesthatare prominentare:unwillingnesstomentionpersonalissues,highereducationallevel,alignmentwith companyobjectives,roleasspecialist/consultantanddetachmentfromtheorganization (Grün,1993), whichsuggestsapotentialforstrongintergenerationalconflicts. Grün(1993)proposestheanalysisofgenerationalconflictsinorganizationsasafunctionof issuesrelatedto(a)meritandmarket(fortheyounger,thedestinyofindividualswouldbedecided bythemarket,infunctionofhis/hercapacityinfulfillingthedemandsofthismarket),(b)aspectsof publicandprivatelife(theyoungerclearlyseethedifferencesbetweenprivateandprofessionallife), (c)ethicsandethos(theimplicitguidingprinciples,theethosoftheelderarenolongersufficient,and mustbemadeexplicitinethicalprinciples),(d)sentimentoflegitimacy(theolderfeelvaluedwhen listenedto,while,totheyounger,thiswouldbearoutinesituation,inherenttotheirperformance), (e)diploma,trainingandre-socialization(thetitleofhighereducationprovidestheelderwiththe cognitiveconditionsforinsertionintomodernity,legitimizingthefundamentalbasesacquiredin professional careers), (f) the individual and the organization (the older see the organizations as autonomous,transcendenttoindividuals;theyoungerseepowerrelationsinorganizationsonlyas ordinary/professional relations between people), and (g) aging and auto-poises (aging would not occurhomogeneouslyineachgeneration,sinceindividualspossessinggreateramountsofsocialand culturalcapitalwouldbemoreresistanttoorganizationaldynamics).…”