Reverse mentoring relationship: A structural theory and empirical examination in the context of Chinese organizations

Abstract:
A reverse mentoring relationship is a developmental workplace relationship in which younger employees provide guidance and support to older employees. In the digital-intelligence era, older employees still possess valuable work experience, contextual judgment, and tacit knowledge. Still, they may face difficulties in adapting to emerging digital tools and platform-based work systems. Existing research has mainly relied on Western frameworks derived from traditional mentoring, leaving the role reversal, power dynamics, and cultural features of reverse mentoring relationships 
in Chinese organizations insufficiently specified. This study examined the dimensional structure of the reverse mentoring relationship, developed a measurement scale, and tested its practical effects for older protégés and younger mentors.
Three studies were conducted. Study 1 used grounded theory methods based on semi-structured interviews with 15 participants and open-ended questionnaire responses from 13 participants. Through open, axial, selective, and theoretical coding, 890 valid semantic segments were extracted. 
The coding process showed high inter-coder agreement, with an agreement rate of 87.4% and Cohen’s kappa = 0.83. Study 2 developed and validated the reverse mentoring relationship scale using three independent samples: 200 participants for exploratory factor analysis, 492 participants for confirmatory factor analysis and measurement invariance testing, and 249 participants for discriminant validity testing. Study 3 adopted a three-wave matched design, including 240 older protégés and their supervisors and 292 younger mentors, to examine the scale’s practical applicability.
Study 1 identified three dimensions of the reverse mentoring relationship in Chinese organizations: technical support, mental inspiration, and competence recognition. Based on these dimensions, a 15-item scale was developed. In Study 2, exploratory factor analysis extracted three 
factors, explaining 61.69% of the total variance. Confirmatory factor analysis supported the three factor model. The second-order three-factor model also showed acceptable fit, indicating that the reverse mentoring relationship is a multidimensional construct. Measurement invariance tests across gender, age, education, position level, traditional mentoring role, relationship type, and organizational ownership supported the scale's cross-group stability. Discriminant validity analysis showed that the new scale was related to, but distinct from, Chen(2014)’s reverse mentoring relationship measure. In Study 3, the reverse mentoring relationship positively predicted older protégés’ task performance and self-efficacy; self-efficacy further predicted task performance. The reverse mentoring relationship also negatively predicted younger mentors’ turnover intention, and positively predicted perceived insider status; perceived insider status negatively predicted turnover intention.
By integrating Chinese cultural characteristics with the context of digital-intelligence transformation, this study clarified the conceptual connotation and structural dimensions of the reverse mentoring relationship. It developed a measurement tool applicable to Chinese organizational contexts in the digital-intelligence era. It not only provides a contextualized refinement and localized extension of existing Western frameworks but also offers a key methodological foundation for future scholars to examine the effects and mechanisms of the reverse mentoring relationship. In addition, it offers new insights and directions for research on talent development mechanisms and management practices in Chinese organizations.