Mentoring global female managers in the global marketplace: traditional, reverse, and reciprocal mentoring

Authors: Harvey, Michael¹; McIntyre, Nancy²; Thompson Heames, Joyce²; Moeller, Miriam¹

Source: International Journal of Human Resource Management, Volume 20, Number 6, June 2009 , pp. 1344-1361(18)

Publisher: Routledge, part of the Taylor & Francis Group

Buy & download fulltext article:

Price: $50.43 plus tax (Refund Policy)

Abstract:

A stream of research exists that focuses on traditional mentoring (senior female managers mentoring junior members in a domestic organization). The literature further indicates that females are increasing in number but may receive less mentoring than males and expatriates may receive less mentoring than domestic employees. A new paradigm, reverse mentoring, has emerged (e.g., a junior person, knowledgeable of the rapid technological change and globalization of business, acts as the mentor for a senior person). This paper proposes a third type of mentoring, 'reciprocal', as essential for competition in global markets. It is argued that mentoring can become a strategic tool in the organizational knowledge creation and transfer process. Moreover, mentoring could serve as a competitive advantage in creating an effective support system for female global female managers.

Keywords: global markets; hyper-competition; mentoring; reciprocal mentoring; reverse mentoring

Document Type: Research article

DOI: http://dx.doi.org/10.1080/09585190902909863

Affiliations: 1: Bond University, Mississippi, Robina, Queensland, USA, Australia 2: West Virginia University, West Virginia, USA

Publication date: 2009-06-01

More about this publication?