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Relevant bibliographies by topics / Mentoring. Mentoring in business. Knowledge management

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Academic literature on the topic 'Mentoring. Mentoring in business. Knowledge management'

Author: Grafiati

Published: 4 June 2021

Last updated: 11 February 2022

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Journal articles on the topic "Mentoring. Mentoring in business. Knowledge management"

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Henriques, Paulo Lopes, and Carla Curado. "PUSHING THE BOUNDARIES ON MENTORING: CAN MENTORING BE A KNOWLEDGE TOOL?" Journal of Business Economics and Management 10, no. 1 (2009): 85–97. http://dx.doi.org/10.3846/1611-1699.2009.10.85-97.

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Easy access to organizational knowledge is fundamental in dynamic environments that demand continuous firm adaptation. In that scenario we believe that mentors have a key role as access facilitators to knowledge in the change periods. We have developed this study aiming to explore the role and importance of mentors as knowledge access facilitators. We have approached that role in two different ways. We set apart the knowledge base in two categories: Information centers and organizational memory, accepting that mentors act differently accordingly. Based on the literature reviewed we were able t

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Assenova, Valentina A. "Early-Stage Venture Incubation and Mentoring Promote Learning, Scaling, and Profitability Among Disadvantaged Entrepreneurs." Organization Science 31, no. 6 (2020): 1560–78. http://dx.doi.org/10.1287/orsc.2020.1367.

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Socially and educationally disadvantaged entrepreneurs often lack the knowledge and prior experience to develop and scale their businesses. Owing to limited educational and employment opportunities, poverty, and discrimination, these entrepreneurs frequently experience low business growth and performance. What factors influence the effectiveness of early-stage venture incubation and mentoring for promoting learning, scaling, and profitability among these entrepreneurs? Two studies in a business incubator serving low-income, underprivileged entrepreneurs in South Africa evaluate this question.

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Gisbert-Trejo, Nuria, Jon Landeta, Eneka Albizu, and Pilar Fernández-Ferrín. "Alternative mentoring: an HRD key for a rapid changing work environment." Human Resource Management International Digest 26, no. 1 (2018): 4–6. http://dx.doi.org/10.1108/hrmid-05-2017-0096.

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Purpose The changing nature of work dynamics demands that managers keep up-to-date in skills, knowledge, and competencies. Besides, nowadays these professionals need to understand the business beyond the frontiers of their own organizations. This phenomenon has led to new forms of alternative mentoring for managers and entrepreneurs, as companies battle for talent in a globalized way. Professional associations, consultancy firms, and other agents are starting to offer mentoring programs in which the mentor and mentee often belong to different organizations or take place within a group. Design/

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Madan, Poornima, and Shalini Srivastava. "Assessing the impact of demographic variables on mentoring-managerial effectiveness relationship." Gender in Management: An International Journal 32, no. 5 (2017): 369–83. http://dx.doi.org/10.1108/gm-03-2016-0036.

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PurposeThe purpose of this study is to examine the relationship between mentoring, managerial effectiveness and demographic variables. Being in a mentoring relationship offers a low-cost experiential learning, encourages diversity and inclusion, helps in expanding professional associations and boosts engagement. The use of mentoring programs can achieve this to a larger extent by making managers effective. Design/methodology/approachThe study was administered on 350 middle-level managers, representatives of five private sector banks in Delhi/NCR. Variables in the study were assessed using vali

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Ariawan, Ariawan, and Budy Santoso. "PKM Usaha Kecil Menengah Kerajinan Karawo Di Kelurahan Padebuolo Kecamatan Kota Timur Kota Gorontalo Provinsi Gorontalo." JATI EMAS (Jurnal Aplikasi Teknik dan Pengabdian Masyarakat) 2, no. 2 (2018): 105. http://dx.doi.org/10.36339/je.v2i2.163.

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Karawo's handicrafts as a superior cultural product of the region, is the identity and also the cultural heritagein Gorontalo City. However, the development of the two partners has problems both in terms of production process,management aspects, and marketing as well. The approach used in achieving the objectives of the CommunityPartnership Program (PKM) is a training method by practicing directly with partners, counseling with lectures,discussions and mentoring each partner and evaluation. The results of the Community Partnership ProgramImplementation (PKM) to overcome partner’s problems are:

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Cole, Graham. "The value of mentoring." Development and Learning in Organizations: An International Journal 29, no. 4 (2015): 22–24. http://dx.doi.org/10.1108/dlo-04-2015-0039.

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Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Learning is fundamental to the growth and success of any organization. And any business that fails to comprehend its importance is surely destined for a place among the also-rans. Various possibilities exist where learning and development is concerned. One such opt

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Wahyudin, Moh, and Henry Yuliando. "The Implementation of Knowledge Management on Traditional retail." KnE Life Sciences 4, no. 2 (2018): 117. http://dx.doi.org/10.18502/kls.v4i2.1663.

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Marketing brings a consequence that producers distribute their products to consumers. There are many kinds of a medium that producers can use to distribute their products, one of which is retailer business. In governance, retailer business can be classified into two types, namely traditional retailer and modern retailer. In the process, there are worries about the existence of traditional retailer as a result of the strengthening of modern retailer. Therefore, it is important to pay special attention to the traditional retailer to grow and evolve along with the growth and development of modern

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Núñez-Cacho Utrilla, Pedro, and Félix Ángel Grande Torraleja. "The importance of mentoring and coaching for family businesses." Journal of Management & Organization 19, no. 4 (2013): 386–404. http://dx.doi.org/10.1017/jmo.2013.28.

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AbstractMentoring and coaching practices are helping businesses grow by supporting the development of their human capital. Family businesses have a unique atmosphere and distinctive features that make it especially important to discover whether mentoring and coaching affect their performance. We have used a resource-based vision and knowledge-based vision to analyse this relationship using structural equation methodology in a sample of 630 companies. The results show that there is a direct relationship between mentoring and coaching and the performance of family businesses.

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Virianita, Ratri, Kesha Jonathan, Nadia Putri Firdausa, et al. "Menumbuhkan Motivasi Usaha Tawes Crispy pada Rumah Tangga Nelayan melalui Pelatihan dan Pendampingan Kelompok." Agrokreatif: Jurnal Ilmiah Pengabdian kepada Masyarakat 6, no. 3 (2020): 229–38. http://dx.doi.org/10.29244/agrokreatif.6.3.229-238.

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Tawes (Barbonymus gonionotus) is top local potential in Wonogiri District, especially in Watupecah Hamlet, Gedong Village, Ngadirojo Subdistrict. The low marketability and storability of tawes requires innovation in fish processing of tawes into tawes crispy chips (taspy) to increase the marketability of tawes which then be a business oppurtunity for fishermen households to increase their income. However, inovation itself is not enough to increase fishermen household income, it requires effort to build business motivation in fishermen households to take business opportunity. This community ser

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Rosyadi, Slamet, Ayusia Sabhita Kusuma, Elpeni Fitrah, Agus Haryanto, and Wiwiek Adawiyah. "The Multi-Stakeholder’s Role in an Integrated Mentoring Model for SMEs in the Creative Economy Sector." SAGE Open 10, no. 4 (2020): 215824402096360. http://dx.doi.org/10.1177/2158244020963604.

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This study aims to formulate an integrated mentoring model by involving multi-stakeholder collaboration for small and medium enterprises (SMEs) in the creative economy sector. More specifically, this study tries to identify the mentoring aspects required by SMEs in the creative economy sector and to formulate a mentoring strategy that fits their actual needs by involving multi-stakeholders. The background for the study is the lack of attention toward mentoring issues for SMEs in Banyumas Regency, Central Java, Indonesia. This qualitative research approach is conducted with a case study using S

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Dissertations / Theses on the topic "Mentoring. Mentoring in business. Knowledge management"

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Mavuso, Michael Abby. "Mentoring as a knowledge management tool in organisations." Thesis, Link to the online version, 2007. http://hdl.handle.net/10019/1107.

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Leopold, Stefanie Johanna. "Methods of knowledge transfer : a case study of small and medium-sized handicraft businesses in Germany." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/14621.

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Thesis (MBA)--Stellenbosch University, 2008.<br>ENGLISH ABSTRACT: The study is divided into two major parts: a theoretical research of two knowledge transferring methods headed by a discussion on knowledge and learning, and a case study analysing the presence of mentoring within traditional apprenticeships at carpenter workshops in Germany. The two methods on knowledge transfer are mentoring and the cognitive apprenticeship model, whereas each of the models is discussed in terms of the individual characteristics present and techniques used within the relationship of the parties present. I

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Ejakpomewhe, Robinson. "Influence of Succession Planning on Knowledge Transfer." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4215.

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The problem was the lack of effective succession planning strategies to facilitate the transfer of technical expertise from retiring employees to younger employees. A rebound of oil exploration activities in Nigeria would adversely affect the drilling sector due to lack of preparation and succession planning to meet the demand for technical expertise. The purpose of this case study was to explore how a succession planning program contributes to knowledge transfer and development of expertise for business continuity and prevents loss of knowledge in the oil-drilling sector in Nigeria. Twenty-fo

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Myburgh, Anchen. "Mentoring programmes : a proposal towards management development." Thesis, Stellenbosch : Stellenbosch University, 2004. http://hdl.handle.net/10019.1/50019.

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Thesis (MBA)--Stellenbosch University, 2004.<br>ENGLISH ABSTRACT: The introduction of Affirmative Action Programmes in South Africa has left managerial development at the centre of management focus with the growing realisation that there is no quick fix. It is argued that, in order to make a substantial contribution to the managerial development process, management should not only seek to obtain the goals of the organisation, but first to obtain the goals of the individual within the organisation after which the first will follow. Against this background mentoring has been used success

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Fountain, Lee Thornton. "Mentoring Elements that Influence Employee Engagement." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5860.

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Employee disengagement is a significant issue for leaders and managers in many organizations. The general problem is the workforce in many American organizations includes disengaged employees. In 2016, only 33% of the workforce in the United States was engaged. The purpose of this quantitative study was to examine the relationship between the independent variables of mentoring, which include role modeling, acceptance and confirmation, and mentoring friendship functions with a dependent variable of employee engagement. The moderating variable of perceived organizational support was measured to

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Caruso, Richard Ernest. "An examination of organizational mentoring : the case of Motorola." Thesis, London School of Economics and Political Science (University of London), 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.261472.

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Groenewald, Johann P. "Counselling, coaching and mentoring : a missing tool in people development?" Thesis, Stellenbosch : Stellenbosch University, 2003. http://hdl.handle.net/10019.1/53337.

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Thesis (MBA)--Stellenbosch University, 2003.<br>ENGLISH ABSTRACT: South Africa has a huge challenge to improve its world competitiveness status in order to ensure a better economic life for all. One of the more practical strategic approaches is investment in human capital and more specific people development. A more specific strategy might be to ensure that each and every supervisor is an effective counsellor/coach/mentor. From the research done its seems that this is not the case - probably due to the fact that these tools are not utilised or not well integrated in the larger human res

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Tynes, Vernon Walter. "Mentoring Strategies to Prevent Leadership Shortfalls Among C-Suite Executives." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5143.

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Corporate organizations are facing a shortage of future senior management leaders. The purpose of this single case study was to explore leadership mentoring strategies used to develop future C-suite executives in the waste industry. Companies may improve business practices by mentoring future generations to understand corporate responsibilities and expectations. The target population came from a regional waste company located in central Florida. The study participants consisted of 3 C-suite executives of the company responsible for the management and mentoring of future C-suite executive mente

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Dunham, Annette Heather. "Knowledge Management in the Context of an Ageing Workforce: Organizational Memory and Mentoring." Thesis, University of Canterbury. Psychology, 2010. http://hdl.handle.net/10092/4716.

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Organizational memory has significant potential for companies’ competitive advantage, with mentoring considered a particularly effective method of transferring this knowledge. Older workers are often considered ideal mentors because of their experience and alleged willingness to pass on their knowledge. There is an associated assumption that these workers anticipate and experience positive outcomes from mentoring others. This thesis tested if these assumptions hold up in 21st century workplaces - some discriminatory practices towards older workers and a career contract that no longer guarantee

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Bryant, Scott Edward. "A field study on the impact of peer mentoring on organizational knowledge creation and sharing /." view abstract or download file of text, 2002. http://wwwlib.umi.com/cr/uoregon/fullcit?p3055673.

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Thesis (Ph. D.)--University of Oregon, 2002.<br>Typescript. Includes vita and abstract. Includes bibliographical references (leaves 142-155). Also available for download via the World Wide Web; free to University of Oregon users.

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Books on the topic "Mentoring. Mentoring in business. Knowledge management"

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Murrell, Audrey J. Intelligent mentoring: How IBM creates value through people, knowledge, and relationships. IBM Press, 2008.

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Piktialis, Diane Sue. Bridging the gaps: How to transfer knowledge in today's multigenerational workplace. Conference Board, 2008.

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Ensher, Ellen A. Power Mentoring. John Wiley & Sons, Ltd., 2005.

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Clarke, Dave. Mentoring. Pergamon Open Learning, 1994.

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Murrell, Audrey J. Blue mentoring: Innovative mentoring for organizational learning at IBM. IBM Press, 2008.

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Mentoring. Crisp Publications, 1992.

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Coaching, Counseling & Mentoring. AMACOM Books, 2002.

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Jorgenson, Joan. Mentoring programs: An overview. National Academy of Public Administration, 1992.

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Coaching and Mentoring. Kogan Page Publishers, 2009.

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Starting the revolution: Introducing the mentoring style of management. Word Workshop, 1994.

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Book chapters on the topic "Mentoring. Mentoring in business. Knowledge management"

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Colomo-Palacios, Ricardo, Cristina Casado-Lumbreras, Ángel García-Crespo, and Pedro Soto-Acosta. "IM-TAG: Informal Mentoring Improved by Means of Social Web Contents Tagging." In Information Systems, E-learning, and Knowledge Management Research. Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35879-1_20.

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Adebayo, Ayotunde. "Knowledge Management and Reverse Mentoring in the Nigerian Tertiary Institutions." In Effects of Information Capitalism and Globalization on Teaching and Learning. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-6162-2.ch017.

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The effective management of knowledge is now believed to be the main core competence in order for an organization to survive within the competitive business environment in Nigeria. However, the current implementation of KM within the Nigerian tertiary institution is still in its developmental phase. The Nigerian tertiary institution is resource-oriented, and as such, the most important assets to the universities within the educational sector are their knowledge assets. Therefore, Nigerian tertiary institutions need to understand and appreciate that knowledge is a valuable asset that can help sustain their competitive advantage within this sector. This chapter, therefore, focuses on the relationship between knowledge management and reverse mentoring within the Nigerian tertiary sector. It also focuses on the challenges of reverse mentoring and how value can be derived when knowledge is shared as a result of the mentoring relationship being established between the participants involved (mentor and the mentee).

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Sisodia, Swati, and Neetima Agarwal. "Reverse Mentoring the Editing Edge in Management 4.0." In Handbook of Research on Managerial Practices and Disruptive Innovation in Asia. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-0357-7.ch010.

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Industry 4.0 is based on the implementation of a cyber-physical system, which includes sensors, networks, computers, offering digital enhancement and well-coordinated activities. This would create a great pool of all the workforce generations, having diverse experience, agility, and different modes of working. Millennials would add more of machine learning and Generation X and Y would be the richest source of tacit and operational knowledge. Together, they would develop solutions for catering complex and networked production and aggressive logistic management, meeting the challenges of the Industry 4.0. However, the benefits of digitization and automation can be achieved, if the different generations of workforce collaborate, cooperate, and postulate together in all the business processes. Reverse mentoring is a pristine concept and ingenious method to empower learning and encourage cross-generational connections. This chapter would elaborate on the advantage of reverse mentoring in crafting Industry 4.0 more acrobatic and quick-moving.

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Colomo-Palacios, Ricardo, Juan Miguel Gómez-Berbís, Angel Garcia-Crespo, and Cristina Casado-Lumbreras. "Concepts, Technology, and Applications in E-Mentoring." In Encyclopedia of Human Resources Information Systems. IGI Global, 2009. http://dx.doi.org/10.4018/978-1-59904-883-3.ch025.

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The so-called “Internet revolution” has dramatically changed the way people communicate and work nowadays. Attending to The Word Factbook developed by the U.S. Central Intelligence Agency (CIA), there are 1,018,057,389 Internet users in the world by 2005 (CIA, 2006). Fostering of the Internet revolution from a business perspective is out of question and the evergrowing number of Web functionalities has implied a significant and dramatic change in all business management areas. Within these areas, this revolution has not gone unnoticed, particularly for human resources management. Mentoring, which has been used as a tool for human capital development leverage in organizations has also been deeply impacted by the emergence and generalized use of Internet technologies giving birth to the so-called “e-mentoring.” The origins of the term must be looked for in Ancient Greece. In the Homer masterwork “Odyssey,” Ulysses, king of Ithaca, recommends mentor Alcímida his house, properties, and his son, Telemachus, education on leaving for the Troy War (traditionally dated from 1193 BC-1183 BC). Apart from the word ethimology, several modern disciplines literature (such as management, social psychology, sociology, or knowledge management) have provided with mentoring studies from the late seventies of the XX century, particularly, from the mid-nineties. As a consequence of the growing interest of the topic and its broad application in business ecosystems, thousands of definitions have popped up, trying to cover the semantics of the concept. Due to the aforementioned popularity of the concept, Friday and Green (2004) accomplish a re-conceptualization of the term stemming from a deep and detailed study about existing literature definitions. Subsequently, a definition for the mentoring concept is provided, aiming at being universal, following the authors goal: Mentoring is a guidance process that takes place between a mentor and a protégé (also known as mentee). Authors define similarly the mentor term as “wise and trusted counselor or teacher.”

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Raimi, Lukman. "Re-Envisioning Formal and Informal Family Businesses in Nigeria." In Advances in Business Strategy and Competitive Advantage. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-3648-3.ch011.

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This chapter discusses the evolution, opportunities, succession model, and sustainability challenges of formal and informal family businesses in Nigeria. Using qualitative research method, while relying on content analysed secondary data, the chapter found that the family businesses that evolved in Nigeria laid the foundation for socio-economic development, and they contributed immensely to employment generation, stimulation of indigenous entrepreneurship, mobilization of idle savings, and growth of gross domestic product. Family businesses in Nigeria prefer relay succession planning for transferring control to family members. The major sustainability challenges include poor succession planning, harsh macro-economic environment, conflict of interest, emotional family problems, parochial family vision, absence of mentoring, competition from multinational corporation, poor access to funding, inadequate entrepreneurial knowledge, weak financial management, bad governance, and a host of others. The chapter concludes with research implications, limitations, and suggestions for further research.

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Juhasz, Timea, and Horvath-Csikós Gabriella. "The Practice of Mentoring." In Knowledge Management Initiatives and Strategies in Small and Medium Enterprises. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1642-2.ch016.

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This abstract deals with mentoring as one of the most popular forms of knowledge-sharing nowadays. On one hand the authors give a theoretical introduction about the protocol, the types, and the participants and about the realization of mentoring; while on the other hand some results of a complex research are also shown. The research was carried out with the participation of Hungarian companies and employees, both in qualitative and in quantitative way. Although the researches cannot be considered representative, the authors of the chapter reckon that a clear view can be obtained about the Hungarian mentoring practice. In light of the results it can be stated that the respondents basically consider this form of knowledge-sharing useful, which provides a good base and support for the operation of a consistent knowledge-management system and mentoring should represent positive values and practice in this process.

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"Senior management mentoring and coaching for exploration and exploitation." In Business Models and People Management in the Indian IT Industry. Routledge, 2015. http://dx.doi.org/10.4324/9781315768786-21.

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Presbury, Rajka, and Madalyn A. Scerri. "Mentoring for Quality Enhancement and Fostering Industry-Ready Graduates in Higher Education." In Quality Management Principles and Policies in Higher Education. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1017-9.ch014.

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Mentoring programs play a valuable role in higher education. Formal mentoring processes and relationships increase the overall perceived quality of an educational program and the professional success of new hotel management graduates. To evaluate an established mentoring program in higher education, a single case study of the Blue Mountains International Hotel Management School at Torrens University Australia (BMIHMS @TUA) was developed and that is presented and discussed in this chapter. The evaluation of the mentoring program found that mentoring relationships enable mentees to build knowledge and skills, develop networking opportunities, build confidence, and gain self-reflection abilities. The chapter offers insights and recommendations for higher education institutions to consider when setting up mentoring programs. The knowledge gained through this research will assist higher education institutions to better prepare students for a transition to work through mentoring whilst enhancing the quality of educational courses.

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Wolf, David G., and David K. Ober. "Turning Managers into Leaders." In Encyclopedia of Strategic Leadership and Management. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1049-9.ch081.

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Fostering stable, reliable and knowledgeable leaders is one of today's top priorities in many organizations. Leadership is generally considered the ability to influence others. There is a widespread, generally accepted belief that mentoring should be an integral factor within the leadership development paradigm to recognize and train protégés in the art of exerting influence over others. The mentoring experience may also have a significant impact on manager development, given the operational, regulatory, and economic constraints placed on managers in today's fast-paced, technology driven environment. Understanding how mentors acquire the requisite knowledge, wisdom and communication skills that allow them to positively influence others to engage, build and maintain leadership skills is necessary to a successful mentoring relationship. There is a plethora of mentoring models and programs available today. Understanding the needs, wants, desires and expectations of the various organizational stakeholders will aid in deciding which mentoring program may be right for any two individuals seeking to engage in the mentoring process.

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Hamburg, Ileana. "Interdisciplinary Training and Mentoring for Cyber Security in Companies." In Research Anthology on Business Aspects of Cybersecurity. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-6684-3698-1.ch008.

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Cyber security is interdisciplinary, and it is to expect that security professionals and other employees working with computers to have suitable knowledge. In this chapter an interdisciplinary training program in cyber security curriculum and an interdisciplinary mentoring program to be included in entrepreneurial learning will be proposed. It helps to produce synergy in groups and generates ideas to solve complex problems. Entrepreneurial learning is a basis for education of entrepreneurs, and it should also include such interdisciplinary programs. The author explained the advantages of interdisciplinary training and mentoring programs in this context particularly in the field of cyber security. Such programs are missing both in education as well as in companies. Two examples of European projects with the participation of the author will be done to improve entrepreneurial education and training and encourage SMEs to be innovative. The programs are supported by digital learning platforms, and interdisciplinary trainers and mentors help the learners. The main method is interdisciplinary problem-based learning (IPBL).

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Conference papers on the topic "Mentoring. Mentoring in business. Knowledge management"

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Baran, Malgorzata. "Model of Organizational Readiness to Implement Mentoring." In 8th International Conference on Knowledge Management and Information Sharing. SCITEPRESS - Science and Technology Publications, 2016. http://dx.doi.org/10.5220/0006056902080214.

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Srivichai, Puangpet, Komsak Meksamoot, Anchalee Jengjalern, and Nopasit Chakpitak. "Integrated knowledge management system based mentoring for new university staff development." In Knowledge Engineering 2011) - Conference postponed to 2012. IEEE, 2012. http://dx.doi.org/10.1109/ictke.2012.6152397.

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Lin, Hsin-Mei, Nai-Wen Chang, I.-Ting Peng, and Chun-Han Li. "Expatriate's Mentoring factor from Laws of Learning to Spiral Effect of Knowledge Management." In the The 3rd Multidisciplinary International Social Networks Conference. ACM Press, 2016. http://dx.doi.org/10.1145/2955129.2955144.

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Terry, Kathleen, Robert DeMichiell, and Clarence Williams. "Mentoring Tradeoffs: Breaking into the World of Academe." In InSITE 2009: Informing Science + IT Education Conference. Informing Science Institute, 2009. http://dx.doi.org/10.28945/3327.

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Much has been written in recent years on the subject of mentoring and many universities, organizations, and individuals have rushed to embrace the concept without thinking through what it means for the university, organization, mentor, and, most importantly, the mentee. This article is an examination of the various factors involved in the mentoring process. Knowledge gained, collaboration, situational learning, and social networking are discussed as key components of the mentoring process. As information was collected for this article, some of these comments were derived from extensive experie

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Kartika, N. "The Moderating Effects of Organizational Support on the Relationship Between Mentoring Behavior and Innovative Work Behavior." In 3rd Global Conference On Business, Management, and Entrepreneurship (GCBME 2018). Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.200131.054.

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Papadopoulou, Paraskevi, Miltiadis Lytras, and Christina Marouli. "CAPSTONE PROJECTS IN STEM EDUCATION: NOVEL TEACHING APPROACHES, MENTORING AND KNOWLEDGE MANAGEMENT FOR EMPOWERING STUDENTS." In International Conference on Education and New Learning Technologies. IATED, 2016. http://dx.doi.org/10.21125/edulearn.2016.2358.

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CELIA HATSUMI AIHARA, AIHARA, GASPAR BRUNA ANGELA SANTOS, KUNIYOSHI MARCIO SHOITI KUNIYOSHI, and SANTOS BRUNA ANGELA SANTOS. "COACHING AND MENTORING AS KNOWLEDGE SHARING PRACTICES: CASE STUDIES IN PUBLIC COMPANIES IN THE STATE OF S�O PAULO - BRAZIL." In 15th CONTECSI International Conference on Information Systems and Technology Management. TECSI, 2018. http://dx.doi.org/10.5748/9788599693148-15contecsi/ps-5744.

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Muchacka, Bozena. "IDENTIFICATION OF ACADEMIC MENTORING AREAS IN THE ASPECT OF SELF-KNOWLEDGE AND SELF-MANAGEMENT PRESENTED BY EARLY SCHOOL EDUCATION STUDENTS." In 6th SWS International Scientific Conference on Social Sciences ISCSS 2019. STEF92 Technology, 2019. http://dx.doi.org/10.5593/sws.iscss.2019.5/s20.056.

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Jaiswal-Dale, Ameeta, Ernest L. Owens Jr., and Abby Bensen. "Case Study in Project Management: A Vehicle for Business Curriculum Integration." In Seventh International Conference on Higher Education Advances. Universitat Politècnica de València, 2021. http://dx.doi.org/10.4995/head21.2021.13081.

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This case can be team-taught to combine the different elements of business education taught by individual faculty within a course in Project Management, as a partial, half credit module within a business curriculum. This case study is written to address the feedback from prospective employers that the fresh recruits are reticent and need a long period of “internship / training/ mentoring” before they are ready to be a part of the company’s internal team. The case depicting a real company undergoing substantial changes provides the students with opportunities to gain the analytical skills devel

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Yu, ChinCheh, PeiWen Liao, and HsinYing Tsai. "Notice of Retraction: The research of the relationship among mutual trust, system satisfaction and the degree of knowledge transfer with e-mentoring system: A financial & insurance company as an example." In 2011 International Conference on E-Business and E-Government (ICEE). IEEE, 2011. http://dx.doi.org/10.1109/icebeg.2011.5887221.

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Reports on the topic "Mentoring. Mentoring in business. Knowledge management"

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Gentry, William, and Richard Walsh. Mentoring First-Time Managers: Proven Strategies HR Leaders can Use. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2047.

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"When individual contributors or professionals are promoted into their first formal leadership position, many do not realize how tough that transition can be for them. We often hear that these leaders are not prepared, and lack the support and development to help make that transition successfully. When they are not supported, they suffer, and so too do their teams, the organization, and the HR leadership pipeline, which ultimately can negatively impact the organization’s bottom line. First-time managers are an important part of an organization’s talent and succession management. In turn, organ

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