Abstract

In high-tech research and development (R&D) contexts, where artificial intelligence (AI)-powered tools and digital collaboration platforms are becoming increasingly prevalent, the learning and integration pathways of newly hired R&D employees are undergoing structural changes. Mentorship has emerged as a key mechanism supporting organizational socialization and innovation. This study examines the role of mentorship as a core mechanism in integrating internal digital platforms and cross-departmental resources to construct a systematic organizational socialization support network. Adopting a qualitative, cross-sectional single-case study strategy, this study collected data through semi-structured interviews and internal archival documents and analyzed the data using directed content analysis. This study finds that G Automobile Group embeds mentorship into its “180-Day Transformation Program,” thereby forming a closed-loop development system through growth planning, dynamic feedback, and regular reviews. By combining contextualized on-the-job mentoring with resource-based self-directed learning, mentorship facilitates the transformation of tacit knowledge into job competence. A hierarchical mentoring system, knowledge accumulation through digital platforms, and cross-departmental resource integration further enhance the effectiveness of newcomer socialization. The study also finds that mentors serve dual roles as supporters and evaluators. Transparent standards and clear communication processes are required to reduce the risk of negative mentoring experiences. The novelty of this study lies in conceptualizing mentorship not merely as a dyadic support relationship but as a digitally embedded organizational socialization support system that integrates formal mentoring, informal resource flows, AI-enabled tools, and cross-departmental collaboration.

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