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Aims to illustrate how Japan possesses cultural characteristics to support mentoring as a relationship, as opposed to the West, whose favoured approach is to view mentoring as a strategy.

A comparative analysis of the mentoring literature from two world views; the Japanese mentoring context (primarily the senpai‐kohai relationship) is compared and contrasted with the Western mentoring context.

The US and European context for mentoring increasingly consists of formalised schemes, targeted at specific groups (such as the talented or socially disadvantaged), and forms a co‐ordinated activity of human resource departments. As Western organisations have changed, mentoring has become defined in strategic terms, and aligned with a variety of popular management theories. In contrast, Japanese views of mentoring are characterised by informality, organic growth of relationships at all organisational levels, and are based on emotional bonds between seniors and juniors.

A very useful source to explain why Western organisations find it difficult to establish mentoring relationships based on emotional bonds. The Japanese show that there is an alternative; one requiring many Western organisations to adapt their organisational cultures and re‐conceptualise their views of mentoring.

This paper brings together the few contributions by authors of the Japanese senpai‐kohai relationship (a form of mentoring exclusive to Japan). It compares a rarely examined context in the mentoring debate (i.e. Eastern views of mentoring) with the larger body of work examining mentoring in the West. Originality resides in the results of the comparative analysis, revealing one context which views mentoring as a relationship, and another which views mentoring as a strategy.

Organizations have become increasingly interested in developing their human resources. One tool that has been explored in this quest is mentoring. This has led to a surge in mentoring research and an increase in the number of formal mentoring programs implemented in organizations. This review provides a survey of the empirical work on mentoring that is organized around the major questions that have been investigated. Then a conceptual model, focused on formal mentoring relationships, is developed to help understand the mentoring process. The model draws upon research from a diverse body of literature, including interpersonal relationships, career success, training and development, and informal mentoring. Finally, a discussion of critical next steps for research in the mentoring domain is presented.

The purpose of this paper is to present a synthesis of the origins and theoretical frameworks of adult mentoring practices in educational and workplace settings along with an analysis and critique of their application to mentoring processes.

The authors systematically analyzed books and articles published in peer-reviewed journals from 1978 to 2012 using qualitative meta-summary and qualitative meta-synthesis methodological approaches.

This systematic review of the literature resulted first, in an organized, historical framework of theories of adult mentoring in academic and workplace and educational contexts from 1978 to 2012. Second, it provided information regarding the recognized challenges in traditional mentoring endeavors that led to the more expansive concept of developmental networks and participation in communities of practice. Third, it served as a foundation for a critique of the theories as applied to mentoring relationships and programs.

The paper provides the theoretical foundation for future empirical work in the field of adult mentoring in educational and workplace settings.

This paper is the first to condense the vast theoretical frameworks that inform the field of adult mentoring in the twenty-first century.

Purpose: This chapter aims to critically explore the nature of mentoring initiatives through the conceptual lenses of social capital and communities of practice offering a distinctive understanding of talent management (TM) innovations in the international hospitality industry.

Methodology/approach: It achieves its aim through identifying and analysing current mentoring initiatives operating in the international hospitality sector, and scrutinises how they provide a sector level approach to TM challenges.

Findings: Industry level mentoring initiatives emerge as TM innovations connecting employees within networks across the international hospitality sectors. Mentoring creates bonds and bridges between senior and junior employees beyond their own workplaces, connecting them to the industry and supporting TM by enhancing the identification of opportunities and the recognition of talent. These initiatives also act as learning communities where contemporary TM dilemmas can be explored by participants from diverse backgrounds and between generations.

Research limitations/implications: The findings rely on the identification and exploration of publically available data, and therefore future primary data collection would yield richer insights into the experiences of stakeholders of these mentoring initiatives as TM innovations.

Social implications: Mentoring initiatives can exemplify innovative ways of supporting TM and addressing diversity and inequality issues in fragmented and dispersed sectors, such as the international hospitality industry.

Originality/value of paper: The exploration of contemporary mentoring initiatives in the international hospitality industry identifies the value of cross-industry TM innovations stretching beyond stakeholders, such as educators, employers and policy-makers. It identifies mentoring initiatives as mechanisms for creating bonds and bridges between those industry aspirants at various career stages where diversity and inclusion may be a challenge in a fragmented and dispersed sector.

This chapter attempts to critique the role of mentoring relationships which are identified by Levinson (1987) as ‘one of the most complex and developmentally important relations’. Providing psychosocial and career support (Kram, 1983, 1985) public relations practitioners, employers and professional bodies could benefit from the literature and empirical studies which demonstrate the powerful relationships that can develop through mentoring. This chapter critiques the mentoring programmes identified through empirical research of public relations’ professional bodies (Kiesenbauer et al., 2015) and the findings of a European study of public relations practitioners (Zerfass et al., 2014) in order to contextualise the literature and consider how the public relations profession can make better use of the dynamic mentoring relationship.

Mentoring is a concept that originated between 800 and 700 BC and which is still in existence in organisations irrespective of size, nature of ownership, type of industry or geographic location. In its most primal form it is regarded as a method according to which a less experienced employee (protégé or mentee) is guided and advised by a more experienced and skilled employee (mentor) in terms of life as well as professional skills. However, this definition has developed over time as organisations applied mentoring in a more structured manner and institutionalised it within formal organisational processes. Mentoring was, therefore, regarded as a method to “systematically develop the skills and leadership abilities of less experienced members of the organization” (SPA Consultants, 1995, p. 14). Mentoring has been in use within the library and information science profession from the mid-1980s and various publications have discussed the use of mentoring from an American, Australian and British perspective. However, relatively few publications are available regarding the use of mentoring within the South African contexts, and therefore an extensive discussion on the implementation of a structured mentoring scheme at the National Library of South Africa (NLSA) is included in the article. This study draws particularly on recent literature on the knowledge economy and more specifically knowledge management to suggest ways in which the concept of mentoring should be revised. Mentoring should henceforth be seen as a knowledge management technique to support the creation and sharing of tacit knowledge rather than merely a technique to develop less experienced individuals. This revised view of mentoring is of particular importance to ensure the sustainability of library and information service organisations in the knowledge economy.

Highlights the key elements of a mentor scheme which is running to support the NHS students on the part‐time MBA programme at Durham University Business School. Outlines the background and scope of the MBA programme in the context of the Northern Regional Health Authority. Examines the origins of mentoring and shows how the key elements from the ancient Greek tale are used as a model for the mentor system. Goes on to look at many aspects of the system in relation to both the mentee and the mentor. Draws on the writings of Georg Simmel to explain the uniqueness of mentoring and attempts to offer some solutions to the problems involved in the scheme. Forms part of an ongoing research project.

The article is in three parts. The first, based on survey data, looks at the extent of and the provision for development for mentors and those interested in mentoring. The second part is a discussion about ideas on learning and their relationship to mentoring. It draws on some issues raised by the survey material and highlights the need for a mentor development based on specific contexts and a learner‐centred approach. The third element of the article offers a development programme for mentors devised and used by the authors.

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.

The purpose of this paper is to understand faculty mentoring experiences across career stages and the influence of mentoring relationship quality on job satisfaction. The study participants were faculty members from a consortium of liberal arts colleges in the USA. The theoretical lens draws from scholarship on career stages, developmental networks, and working alliances.

The analysis is based on a subset of 415 faculty member responses about mentoring from a larger data set on faculty development. The online survey was conducted in Spring 2014. Frequencies, χ², regression equations, and confirmatory factor analysis were computed using R statistical software.

Over half the faculty members were both mentors and protégés; although, a sizable minority of faculty members did not engage in mentoring. Early-career faculty members were significantly more likely to have a mentor than were mid- or late-career faculty members. For both mentors and protégés, the higher they rated the quality of the mentoring relationship, the more job satisfaction they reported; this finding was greatest for mid-career (associate rank) faculty members. Participants reported significantly higher relationship quality with their mentors than with their protégés.

The results may not generalize to faculty members who work at other institution types, for example, research-intensive or two-year schools, or to non-US higher education contexts. Statements made regarding those who do not participate in mentoring are speculative on the part of the authors.

Institutions may need to develop support for faculty members who may not desire to engage in mentoring. More attention may be warranted to create individual and institutional supports focused on high-quality mentoring.

This study extends the literature on mentoring by establishing that many employees serve in mentor and protégé roles simultaneously. Further, employees engage in mentoring relationships across career stages as mentors and as protégés. The authors developed a reliable measure of mentoring relationship quality that may be used in future mentoring studies. Higher quality mentoring relationships were associated with significantly greater job satisfaction.