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Mentoring and the Transfer of Organizational Memory within the Context of an Aging Workforce: Cultural Implications for Competitive Advantage

Mentoring and the Transfer of Organizational Memory within the Context of an Aging Workforce: Cultural Implications for Competitive Advantage

Annette H. Dunham, Christopher D.B. Burt
Copyright: © 2010 |Pages: 24
ISBN13: 9781605667904|ISBN10: 1605667900|ISBN13 Softcover: 9781616924102|EISBN13: 9781605667911
DOI: 10.4018/978-1-60566-790-4.ch012
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MLA

Dunham, Annette H., and Christopher D.B. Burt. "Mentoring and the Transfer of Organizational Memory within the Context of an Aging Workforce: Cultural Implications for Competitive Advantage." Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage, edited by Deogratias Harorimana, IGI Global, 2010, pp. 252-275. https://doi.org/10.4018/978-1-60566-790-4.ch012

APA

Dunham, A. H. & Burt, C. D. (2010). Mentoring and the Transfer of Organizational Memory within the Context of an Aging Workforce: Cultural Implications for Competitive Advantage. In D. Harorimana (Ed.), Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage (pp. 252-275). IGI Global. https://doi.org/10.4018/978-1-60566-790-4.ch012

Chicago

Dunham, Annette H., and Christopher D.B. Burt. "Mentoring and the Transfer of Organizational Memory within the Context of an Aging Workforce: Cultural Implications for Competitive Advantage." In Cultural Implications of Knowledge Sharing, Management and Transfer: Identifying Competitive Advantage, edited by Deogratias Harorimana, 252-275. Hershey, PA: IGI Global, 2010. https://doi.org/10.4018/978-1-60566-790-4.ch012

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Abstract

Organizational memory, the knowledge gained from organizational experience, has significant potential for competitive advantage. Many authors in the knowledge management and human resource management literatures consider mentoring to be a particularly effective method of transferring organizational memory. In addition, older workers are often considered ideal mentors in organizations because of their experience and alleged willingness to pass on their knowledge to less experienced employees. There is an associated assumption that these workers also anticipate and experience positive outcomes when mentoring others. This chapter considers whether these assumptions hold up in the workplaces of the 21st century, particularly within Western countries. Individualistic cultural norms and some discriminatory practices towards older workers, along with a changing career contract that no longer guarantees employment in one organization for life, may discourage knowledge sharing in organizations. This chapter discusses the constraints and motivations that may operate when older experienced workers consider mentoring others. It considers relevant global and organizational cultural characteristics that may influence mentoring to transfer knowledge, and accordingly suggests strategies for those eager to capitalise on the knowledge experienced employees possess.

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