化舊助新：反向型師徒、知識分享與組織創新之個案研究

Turning Old to Enable New: A Case Study on Knowledge Sharing of Reverse Mentoring for Organizational Innovation

科技進展與環境變遷，創新成為迫切需求；世代差異擴大，跨世代工作共處，運用世代間差異成為管理重點。本研究探討反向型師徒的知識分享如何有益組織創新。師徒研究著重於分析傳統型師徒、師徒功能與益處、培訓等主題，較少研究探討反向型師徒、知識分享與組織創新。知識分享文獻也很少探討跨世代知識如何整合的議題。本研究選取一家傳統紡織業者為個案，採詮釋型質性個案研究，以人員訪談與實地觀察搜集資料。本研究發現反向型師徒的知識分享，與產品、製程與管理創新間有巧妙聯結，及三種轉化舊知識方式—活化認知、細化技能與融化情意。由此新觀點帶出理論與實務貢獻。反向型師徒，協助舊組織將時代變遷所帶來的阻力，轉化為組織創新之助力。

In the context of the expansion of generational differences and the rapid evolution of technology, this paper explores the application of ''reverse mentoring'' in organizations. The reverse mentoring exploit the knowledge gap between generations and transforms into a source of organizational innovation through knowledge sharing. In the past, the study of mentoring focused on the analysis of traditional apprenticeship, formal or informal apprenticeship, and apprenticeship functions. Few studies have focused on the sharing of knowledge between mentors and mentees. Besides, these studies also neglected to examine the reverse mentoring, a younger and less experienced mentor and an elder and more experienced mentee. This study selected a traditional industry (textile industry) as a case study, employed a qualitative case study method, using personnel interviews and observations as the primary data collection method, and analyzing the factory's weaving of shallow staff and senior staff. The findings showed that how reverse mentoring could promote organizational innovation. In theory, this paper proposes an interpretation of the knowledge sharing of the reverse mentoring relationship and points out another way to promote organizational innovation. In practice, this study argues that organizations can use reverse mentoring to drive product innovation, process innovation, and management innovation. The reverse mentoring can help the old organizations transform the barriers brought by the time changes into the enablers for organizational innovation.