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| DC Field | Value | Language |
|---|---|---|
| dc.contributor.author | Jammulamadaka, Nimruji Prasad | |
| dc.date.accessioned | 2025-04-29T10:00:14Z | |
| dc.date.available | 2025-04-29T10:00:14Z | |
| dc.date.issued | 2020-11 | |
| dc.identifier.isbn | 978-1-83867-224-9 | |
| dc.identifier.uri | https://doi.org/10.1108/978-1-83867-223-220201006 https://www.emerald.com/insight/content/doi/10.1108/978-1-83867-223-220201006/full/html | |
| dc.description | Biosketch: Nimruji Jammulamadaka is a Professor at the Organiza- tion Behaviour Group at IIM Calcutta, India. | en_US |
| dc.description | P. 89-109 | |
| dc.description | Book Details: Human & Technological Resource Management (HTRM): New Insights into Revolution 4.0. | |
| dc.description.abstract | This chapter presents digital reverse mentoring as a novel kind of human and technological resource management intervention. It presents a case study of digital reverse mentoring at a large metal multinational. It highlights the various design elements of digital reverse mentoring that contribute towards achieving digital transformation and rebuilding of mindsets in the company. Through the case study the chapter also suggests that HRM needs to look beyond adoption of technological tools to actively participate in addressing the strategic concerns of digital transformation in a company. | en_US |
| dc.language.iso | en_US | en_US |
| dc.publisher | Emerald Publishing Limited | en_US |
| dc.subject | Reverse mentoring | en_US |
| dc.subject | Indian cultural context | en_US |
| dc.subject | Hierarchical organisation | en_US |
| dc.subject | Digital renewal | en_US |
| dc.subject | Talent management | en_US |
| dc.subject | Strategic HRM | en_US |
| dc.title | Digital Reverse Mentoring as a Strategic HRM Tool: Case Study of an Indian Firm | en_US |
| dc.type | Book chapter | en_US |
| Appears in Collections: | Organizational Behavior | |
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