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.

隨著科技快速進展，產業發展不斷汰舊換新，經濟主力由農業轉變到工業、再由工業轉變為服務業、到現在的知識經濟。時代演進分出產業的新舊，但創新的產業總有一天會成為傳統產業，要如何面對新科技與新市場帶來的成長阻力？本研究發現反向型師徒能帶來組織知識新舊融合的效果，為傳統產業注入新契機和新活力。組織建立反向型師徒，鼓勵大家互惠交流、彼此回饋、接受多元的聲音，保持組織員工知識與專業上的平衡；不僅導生傳遞專業知識予導師，導師也因與導生的交流，激盪出不同的創意、意見與想法給導生，在此互動歷程下，導師與導生都受惠，組織中的知識才會流通。 傳統產業所面臨招募不易或者留不住人的困境，以及人才培育單位時常在徵人的窘境，如果能運用反向型師徒，對於資淺員工的想法有更多的「接受與接納」，讓新人多些表達與建議，建立更多的信心、也可降低流動率，提升未來成為公司中堅份子的機率，為組織帶來更多貢獻。也可透過反向型師徒實施儲備幹部，透過培訓過程發掘新人的創新性、執行性與整體思維等，為公司注入新活力與創意，更有機會未來成為公司的中高階主管或核心人物。 本研究發現也為部門管理者注入省思：要能辨識不同世代人才的優勢特質，使之都能成為部門內資產，工作上要創造與維繫一種「合作型工作實務」，讓兩者或多者配對，在認知上促進活化、在技能上鼓勵細化、在情意上彼此融合。在網路科技時代，資淺員工可以帶來源源不絕的新科技和創意，搭配資深員工的經驗與技能，當能有效提升與改善整體工作效益。反向型師徒背後有豐富的學習意涵，包括認知、技能與情意三方面，增加反向型師徒配對，將可帶動同仁們更多學習的動力、行為與成果。相對於傳統型師徒的「正向傳遞」，反向型師徒的「逆向灌輸」，可提升資深同仁的學習動力、資淺同仁的創意活力，因而有益於組織。

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