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Abstract

In the current sharing economy, intergenerational learning is seen as a solution to the aging society phenomenon. Nevertheless, this field is still in an embryonic stage of development and most studies are either conceptual or based on a qualitative approach. This research concentrates on the academics who analyze the concept of “intergenerational learning” to determine whether they are treating this issue as a research topic or they are actively supporting the process in their daily activity. To achieve this goal, the qualitative and quantitative approaches are combined and a multi-stage research strategy is employed. The latter is dominated by an inductive character which is reflected by the fact that the focus is on analyzing previously researched phenomena from a different perspective. Thus, a documentary study that focuses on the articles published on SCOPUS and Web of Science, during 2008 – 2019, is combined with social network analysis, and the relationships established among the academics are emphasized. The results bring forward that: (i) most academics come from Europe and North America, and they share their knowledge with those who work on the same continent; (ii) most studies regarding intergenerational learning represent the result of the cooperation established between the members of Generation X and Generation Y; and (iii) through intergenerational cooperation, the academics share knowledge regarding education sciences, knowledge management, and human resource management. The results have both theoretical and practical implications. On the one hand, they extend the literature on intergenerational learning by providing an empirical analysis of the intergenerational knowledge flows that are shared among the academics. On the other hand, they ensure the policy-makers that the concept of intergenerational learning is approached from a multi-criteria perspective and it proves that mixed-aged teams are a viable solution for encouraging intergenerational learning.

and high-speed Internet connectivity has generated business opportunities in velocity and volume the world has never seen. Business and technology researchers have called this trend by different names: “computational entrepreneurship” (Vuong, 2019), “the digital 170 economy,” “the gig economy,” “the sharing economy,” “the platform economy” (Bodie, 2017). Entrepreneurs in the business world are seizing these opportunities and turn them into enormous economic successes; the same trends can also be observed among their academic counterparts. One of most

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. Online versus Offline Business Networking. Information Systems Management , 34 (3), 205-219. Vătămănescu, E.-M., Gazzola, P., Dincă, V.M., & Pezzetti, R. (2017). Mapping Entrepreneurs’ Orientation towards Sustainability in Interaction versus Network Marketing Practices. Sustainability, 9 (9), 1580. Vătămănescu E.-M., & Alexandru, V.-A. (2018). Beyond Innovation: The Crazy New World of Industrial Mash-ups. In Vătămănescu, E.-M., & Pînzaru, F. (Eds.), Knowledge Management in the Sharing Economy - Cross-Sectoral Insights into the Future of Competitive Advantage (pp

from https://ec.europa.eu [12 March 2018]. Geron, T. (2013). Collaborative housing aims to build housing for the sharing economy. Retrieved from https://www.forbes.com/ [12 March 2018]. Giancaspro, M. (2017). Is ‘smart contract’ really a smart idea? Insights from a legal perspective. Computer Law & Security Review, 33 (6), 825–35. Hamari, J., Sjöklint, M., & Ukkonen, A. (2016). The sharing economy: Why people participate in collaborative consumption. Journal of the Association for Information Science and Technology, 67 (9), 2047–59. Housing Europe. (2015

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. Key solutions: relational strategies based on cooperation, alliances and coopetition, strategic partnership, network cooperation, sharing economy, co-creation, ambidexterity, openness of management strategy: knowledge, innovation, resources, service orientation, customer orientation, corporate social responsibility structures, work within creative task forces, project teams, dominance of horizontal communication, quick decision- making process, short communication channels, interdepartmental sharing knowledge Recommended structures