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** Apologies for cross posting * *


*Mentorship-Driven Talent Management: The Asian Experience*



*Publisher: Emerald Publishing*



*Editors:*

·      Dr Payal Kumar, Professor and HR (Chair), BML Munjal University,
India

·       Dr Pawan Budhwar, Professor of International HRM, Aston Business
School, UK



Emerging evidence suggests that research on mentorship has been dominated
by the West (Chandler, Kram & Yip, 2011), and that little is known about
the cultural variations of the mentoring phenomenon. This raises many
questions including that of generalizability, for example, Prof G. F Dreher
of Kelly School of Business, USA says: “Can the observed correlational or
cause-effect relationships that make up the mentoring literature be
generalized beyond low power distance western cultures?”[1]
<https://mail.google.com/mail/u/0/#_ftn1>. This edited volume aims to
provide a deeper understanding of the contextual interpretation of
mentoring by focusing on the Asian experience in countries such as China,
India, South Korea, Taiwan, amongst others.

While some research on mentoring has begun in countries such as China
(Wang, Noe & Greenberger, 2009) and India (Haynes & Ghosh, 2012; Kumar,
2017), in order to move the field forward there is still a strong need for
more research. Gaining a deeper understanding of the contextual
interpretation of demographic dynamics specific to a country is important
given that “existing theories lack appreciation for the multiple contexts
within which mentoring relationships operate” (Ramaswami & Dreher, 2010: p.
502). In fact, scholars are increasingly questioning the positivist trend
of decontextualizing HRM from the social-historical context of the
workplace (Cooke, 2018; Knights & Omanović, 2016). Recent studies do
suggest that cultural context does impact strategic HR initiatives
differently, implying that business leaders and scholars would need a
deeper understanding of what makes development, training and competency
initiatives thrive in a particular cultural context under the influence of
larger historical and social structures (Srikanth & Jomon, 2015; Barkema,
Chen, George, Luo, & Tsui, 2015).

Heeding the call for mentoring relationships to be studied across cultures
(Clutterbuck, Kochan, Lunsford, Dominguez, & Haddock-Millar, 2017), it is
hoped that this edited volume will move the field forward for scholars of
talent management, mentoring and leadership. Given that Asian countries are
known for high power distance cultures, and also given that protégés tend
to perceive the mentor to be a more paternalistic figurehead, it is
expected that the chapters in this volume will both consolidate and add new
elements to existing scholarship. For practitioners (within Asia and also
for those planning to work in these countries), a richer understanding of
the cultural context that is more attuned to the mentor and protégé
experience in the Asian context can help to improve their workplace
experience in general. Till date there has been no publication that covers
the entire gamut of mentoring experiences in Asia from all levels of
analyses: 1. Individual 2.  Dyadic and 3. The socio-economic country
context. This edited volume attempts to do this.

*References*

Barkema, H. G., Chen, X. P., George, G., Luo, Y., & Tsui, A. S. (2015).
West meets East: New concepts and theories. *Academy of Management Journal*
, *58*(2), 460.

Chandler, D. E., Kram, K. E., & Yip, J. (2011). An ecological systems
perspective on mentoring at work: A review and future prospects. *Academy
of Management Annals*, *5*(1), 519-570.

Clutterbuck, D. A., Kochan, F. K., Lunsford, L., Dominguez, N., &
Haddock-Millar, J. (Eds.). (2017). *The SAGE Handbook of Mentoring*. SAGE.

Cooke, F. L., Wood, G., Wang, M., & Veen, A. (2018). How far has
international HRM travelled? A systematic review of literature on
multinational corporations (2000–2014). *Human Resource Management Review*.

Haynes, R. K., & Ghosh, R. (2012). Towards mentoring the Indian
organizational woman: Propositions, considerations, and first steps. *Journal
of World Business*, *47*(2), 186-193.

Kumar, P. (Ed.). (2018). *Exploring Dynamic Mentoring Models in India*.
Palgrave Macmillan.

Knights, D., & Omanović, V. (2016). (Mis) managing diversity: exploring the
dangers of diversity management orthodoxy. *Equality, Diversity and
Inclusion: An International Journal*, *35*(1), 5-16.

Ramaswami, A., & Dreher, G. F. (2010). Dynamics of mentoring relationships
in India: A qualitative, exploratory study. *Human Resource Management*,
*49*(3), 501-530.

Srikanth, P. B., & Jomon, M. G. (2015). Perception of Managerial Competency
Needs: An Indian Perspective. *South Asian Journal of Human Resources
Management*, *2*(2), 139-170.

Wang, S., Noe, R. A., Wang, Z. M., & Greenberger, D. B. (2009). What
affects willingness to mentor in the future? An investigation of attachment
styles and mentoring experiences. *Journal of Vocational Behavior*, *74*(3),
245-256.



Chapter submissions are invited on the following indicative themes:

*Proposed Table of Contents*



*Introductory chapter:* Contextualizing mentorship in the Asian region

(by Payal Kumar and Pawan Budhwar)



*PART ONE*

*Protégé and mentor identity*

Protégé: negative and positive experiences

Leadership styles and mentoring functions, e.g., paternalistic mentor

Personality traits and mentoring, e.g., self-efficacy, propensity to learn

*Case studies*



*PART TWO*

*Dyadic mentoring relationships*

Role modeling behaviours and outcomes

Mentoring Gen Y

Intergenerational challenges

Gender and mentoring

Regional diversity and mentoring

Managing employees’ emotional labour

Formal and informal mentoring

*Case studies*



*PART THREE*

*The social and economic context*

Cross cultural (country) comparison, e.g., Intergenerational mentoring in
UK and India

Organizational socialization in state-owned and private companies

Power distance and mentoring relationships

Organizational culture and mentoring

Business networking in Asia and mentoring, e.g., Guanxi, caste relationships


*Case studies*



IMPORTANT DEADLINES

● 31st August, 2018: Submit your chapter proposal of 700 to 800 words, and
details of your institutional affiliation to: Payal Kumar ([log in to unmask]
).

The following format is expected for the chapter proposal:

1)    Rationale of the chapter

2)      Details of study method

3)      Expected contribution of the chapter

● 15TH October: Notification of accepted chapter proposal

Please note that all contributors are expected to complete at least one
chapter review.

● 15th February 2019: Receipt of full chapters for peer review

Expected word count of chapters is about 6000 to 7000 words, not including
references. For more details about the style of manuscript submission, see
the Emerald author’s guideline page:

http://emeraldgrouppublishing.com/products/ebooks/author_guidelines.htm

● 15th April: Authors notified of chapter reviews

● May 31st: Revised chapters re-submitted to volume editors (if needed)
along with 100- word author bios

● 1st August 2019: Approved chapters delivered to publisher

● December 2019: Tentative book publishing date.

------------------------------

[1] <https://mail.google.com/mail/u/0/#_ftnref1> An excerpt from the book
endorsement of Kumar, P. (Ed.). (2018). *Exploring Dynamic Mentoring Models
in India*. Palgrave Macmillan.




With regards,

*Prof. Payal Kumar*

*https://www.linkedin.com/in/payalk1/
<https://www.linkedin.com/in/payalk1/>*



*Professor & Chair (HR),* *BML Munjal University*

*Senior Reviewer,* Journal of Organizational Behavior, Wiley

*Series editor,* Palgrave Studies in Leadership and Followership (2017)

*Publication in print: *Agarwal, A & Kumar, P (Eds).
Social Entrepreneurship and Sustainable Business Models, 2018,
Palgrave-Macmillan

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