Reverse Mentoring in India: How Organizational and Socio-cultural Context Matters

Abstract

This chapter dwells upon reverse mentoring as a specific kind of mentoring practice. This chapter draws upon a consulting assignment on reverse mentoring at a global metal company in India. Presented in the form of a case study, this chapter highlights the possible conditions under which reverse mentoring becomes a strategic HR initiative in an organization. It does this by drawing attention to various contextual dimensions such as organizational culture of the firm, the socio-cultural and economic context of the firm. After describing the process of setting up a reverse mentoring program, it also suggests the manner in which reverse mentoring addresses some of concerns arising from such a context, as well as the manner in which efficacy of the practice is likely to be impacted by those conditions such as high power distance.

Citation

Jammulamadaka, N. (2020), "Reverse Mentoring in India: How Organizational and Socio-cultural Context Matters", Kumar, P. and Budhwar, P. (Ed.) Mentorship-driven Talent Management, Emerald Publishing Limited, Leeds, pp. 149-168. https://doi.org/10.1108/978-1-78973-691-520201009