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Global mentoring as a means of career development and knowledge creation A learning‐based framework and agenda for future research

Global mentoring as a means of career development and knowledge creation A learning‐based... Purpose – This article aims to examine the process of mentoring and career development within the global arena. Although much has been written on the adjustment of expatriates, relatively little research has examined the exchange of information and knowledge among workers in different countries via the mentoring process. Design/methodology/approach – A model is offered of how an expatriate progresses through learning cycles aided by multiple mentors. Multiple mentoring contributes to the individual's career development and facilitates the development of organizational tacit and embedded knowledge. Findings – Using Hall and Chandler's conceptualization of multiple learning cycles over the life span, it is proposed that the expatriate cycles through a learning cycle over the course of an extended assignment. These learning cycles are shorter than the traditional career stages, often lasting two to four years – similar to the length of an expatriate assignment. It is suggested that the stages of an expatriate assignment – predeparture, on‐site and repatriation – represent a learning cycle. A successful expatriate experience is more likely to occur if multiple mentors in various locations are available – as needed – to offer information and career support to the expatriate. Originality/value – With increasing globalization and rapid technological advances, mentoring relationships that cross national and other types of boundaries have increased, yet theory has not kept pace. A framework is provided for the further examination of expatriate careers and how mentoring can increase career outcomes and knowledge transfer. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Career Development International Emerald Publishing

Global mentoring as a means of career development and knowledge creation A learning‐based framework and agenda for future research

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Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
1362-0436
DOI
10.1108/13620430510620593
Publisher site
See Article on Publisher Site

Abstract

Purpose – This article aims to examine the process of mentoring and career development within the global arena. Although much has been written on the adjustment of expatriates, relatively little research has examined the exchange of information and knowledge among workers in different countries via the mentoring process. Design/methodology/approach – A model is offered of how an expatriate progresses through learning cycles aided by multiple mentors. Multiple mentoring contributes to the individual's career development and facilitates the development of organizational tacit and embedded knowledge. Findings – Using Hall and Chandler's conceptualization of multiple learning cycles over the life span, it is proposed that the expatriate cycles through a learning cycle over the course of an extended assignment. These learning cycles are shorter than the traditional career stages, often lasting two to four years – similar to the length of an expatriate assignment. It is suggested that the stages of an expatriate assignment – predeparture, on‐site and repatriation – represent a learning cycle. A successful expatriate experience is more likely to occur if multiple mentors in various locations are available – as needed – to offer information and career support to the expatriate. Originality/value – With increasing globalization and rapid technological advances, mentoring relationships that cross national and other types of boundaries have increased, yet theory has not kept pace. A framework is provided for the further examination of expatriate careers and how mentoring can increase career outcomes and knowledge transfer.

Journal

Career Development InternationalEmerald Publishing

Published: Oct 1, 2005

Keywords: Careers; Mentoring; Expatriates; Knowledge management

References