Mentoring as an antidote to stress during corporate trauma
研究发现在企业压力大、工作挑战低、投入度低时，员工更愿意接受导师制，且早期和晚期职业者比中期更可能担任导师，表明导师制是应对企业裁员等压力的一种重要方式。
Abstract This article examines mentoring as a potentially useful resource in an organization's adaptation to global competition and the need for improved learning capabilities. We were surprised to find that mentoring relationships were perceived as more desirable under conditions of corporate stress, low job challenge, and low job involvement. We were further surprised to find that individuals in early and later career stages were as likely, or more likely than, their midcareer colleagues to embrace the mentoring role. Thus, it appears that mentoring may be more readily available as an antidote to stress than previously considered, and that it may be an important form of coping with the stressful, nonrewarding conditions that typically characterize corporate downsizing. Not only is mentoring an important form of promoting development (for self and for others), but it also may represent a valuable vehicle for social support and learning during times of major corporate change.