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The capability of organizations to manage delayed retirement

Journal article
Authors Roland Kadefors
Ewa Wikström
Rebecka Arman
Published in Journal of Organizational Effectiveness: People and Performance
Volume 7
Issue 1
Pages 38-51
ISSN 2051-6614
Publication year 2020
Published at Department of Sociology and Work Science
Department of Business Administration, Management & Organisation
Centre for Ageing and Health (Agecap)
Pages 38-51
Language en
Keywords Typology, HR strategy, Organizational capability, Age management
Subject categories Older people and ageing, Work Sciences, Business Administration


Purpose – This work was undertaken in order to develop a conceptual model for identification of the capability of an organization to implement age management measures. Design/methodology/approach – Barriers to delayed retirement were reviewed; observations retrieved from a research consortium study were used to identify main attributes that needed to be taken into consideration in the development of the model. Findings – The capability of organizations to react to the demographic challenge by introduction of age management measures can be classified operatively as “proactive”, “reactive”, “passive” or “chained”, depending on their resources and preferences. Practical implications – The model may be useful to HR as a point of departure in the development of a business case for age management and a didactic tool to be used in internal marketing. Originality/value – The concept “organizational capability” was developed as a corollary to the individual aspects of capability; recognizing preference and resource as main drivers made it possible to develop a typology that is new and is easy to understand and apply.

Page Manager: Webmaster|Last update: 9/11/2012

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