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DITTO for Gen Z: A framework for leveraging the uniqueness of the new generation

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  • Pichler, Shaun
  • Kohli, Chiranjeev
  • Granitz, Neil

Abstract

Generation Z, or Gen Z, represents 24% of the U.S. population and is very different from earlier generations. A higher proportion of Gen Zers are earning college degrees, and they are now moving to the next phase in which they will constitute the predominant majority of the incoming workforce. Gen Z faced an unusual set of technology-driven circumstances while growing up and thus bring a distinct set of characteristics into the workplace. We offer a new research-based framework, DITTO, which encapsulates specific recommendations for organizations on diversity, individualism and teamwork, technology, and organizational supports. DITTO serves as a useful mnemonic to help managers recall specific ways to support Gen Zers and leverage the strengths of Gen Zers to benefit the organization and the workforce. Research shows that Gen Zers are more open to diversity and more individualistic and technology-driven than other generations. To the extent that companies use the DITTO framework, the more attractive they should be to Gen Z workers; but the principles of this framework also extend beyond Gen Zers to existing workforce with similar efficacy.

Suggested Citation

  • Pichler, Shaun & Kohli, Chiranjeev & Granitz, Neil, 2021. "DITTO for Gen Z: A framework for leveraging the uniqueness of the new generation," Business Horizons, Elsevier, vol. 64(5), pages 599-610.
    • Handle: RePEc:eee:bushor:v:64:y:2021:i:5:p:599-610
    DOI: 10.1016/j.bushor.2021.02.021
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    References listed on IDEAS

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    1. Ioana A. Coman & Shupei Yuan & Jiun-Yi Tsai, 2022. "Toward an Audience-Centric Framework of Corporate Social Advocacy Strategy: An Exploratory Study of Young Consumers from Generation Z," Sustainability, MDPI, vol. 14(7), pages 1-17, March.
    2. Vinish Kathuria, 2023. "Gen Z’s Engagement with the Metaverse: Mediated Role of Symbolic Gratification and Desired Enhancement of Reality and Moderated Role of Gender," Metamorphosis: A Journal of Management Research, , vol. 22(2), pages 133-145, December.
    3. Hazem Ali & Min Li & Xunmin Qiu, 2024. "Examination of HRM practices in relation to the retention of Chinese Gen Z employees," Palgrave Communications, Palgrave Macmillan, vol. 11(1), pages 1-12, December.
    4. Thalmus Mahand & Cam Caldwell, 2023. "Quiet Quitting – Causes and Opportunities," Business and Management Research, Business and Management Research, Sciedu Press, vol. 12(1), pages 9-19, July.
    5. Shen, Famei & Li, Jie & Chen, Jianghang & Wang, Wangshuai, 2023. "Exploring young consumers’ intention to pay for shared express packaging: A multi-study analysis," Journal of Business Research, Elsevier, vol. 167(C).
    6. Patchara Popaitoon, 2022. "Fostering Work Meaningfulness for Sustainable Human Resources: A Study of Generation Z," Sustainability, MDPI, vol. 14(6), pages 1-13, March.
    7. Zou, Yi & van Riel, Allard C.R. & Streukens, Sandra & Bloemer, José, 2023. "Wanted! Investigating how elements from the personal usage context affect Gen Z consumers' value-in-use experience and engagement with mobile service," Journal of Business Research, Elsevier, vol. 160(C).
    8. Kalina Grzesiuk & Dorota Jegorow & Monika Wawer & Anna Głowacz, 2023. "Energy-Efficient City Transportation Solutions in the Context of Energy-Conserving and Mobility Behaviours of Generation Z," Energies, MDPI, vol. 16(15), pages 1-28, August.
    9. Monika Wawer & Kalina Grzesiuk & Dorota Jegorow, 2022. "Smart Mobility in a Smart City in the Context of Generation Z Sustainability, Use of ICT, and Participation," Energies, MDPI, vol. 15(13), pages 1-30, June.

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