Mentoring and network ties

Feeney, Mary; Bozeman, Barry

doi:10.1177/0018726708098081

Cited by 50 publications

(46 citation statements)

References 78 publications

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“…Previous research has found that dyadic ties, especially to contacts in other organizational functions as well as to contacts at higher organizational levels, are positively related to the individual's access to organizational information and to career success (Feeney and Bozeman, 2008;Seibert et al, 2001;Tushman and Scanlan, 1981). The critical role that dyadic ties play for creativity and knowledge creation can be best illustrated by the following statement made by Eric Schmidt, the CEO of Google and formerly CTO of Sun Microsystems and CEO of Novell: 'The best programming team is a ''telephone call'', which is two people, you and I, programming together.…”

Section: Introduction: Innovation and Interpersonal Social Tiesmentioning

confidence: 99%

Dyadic ties among employees: Empirical analysis of creative performance and efficiency

Fliaster

Schloderer

2010

Human Relations

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Our article makes three contributions to the literature. First, while previous research on creativity and innovation has focused on individuals and teams, we investigate creative dyads. Second, we consider not only benefits that knowledge workers gain from resourceful partners but also tie-related costs that both partners incur. As a result we develop a research framework in which a dyad's creative performance is explained by the amount of knowledge that the tie partners exchange, the level of responsiveness among them, and the efficiency of knowledge-related collaboration. We test empirically hypotheses drawn from this framework, collecting data on 1128 possible non-directed ties among employees directly involved in the new product development of a medium-sized German aerospace company and analyzing these data using the Multiple Regression Quadratic Assignment Procedure (MRQAP). In the final sections we discuss managerial consequences, limitations of our study, and directions of future research.

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Section: Introduction: Innovation and Interpersonal Social Tiesmentioning

confidence: 99%

Dyadic ties among employees: Empirical analysis of creative performance and efficiency

Fliaster

Schloderer

2010

Human Relations

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“…Mentoring is a developmental relationship between 2 colleagues in which one person has more experience or authority than the other. Mentoring may include helping another person with improving work skills, understanding organizational history of the work context, providing information about advancing in the job or profession, and giving personal or emotional support (12). This relationship can occur formally, such as between advisor and advisee, or informally.…”

Section: Methodsmentioning

confidence: 99%

Using Social Network Analysis to Assess Mentorship and Collaboration in a Public Health Network

et al. 2015

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IntroductionAddressing chronic disease burden requires the creation of collaborative networks to promote systemic changes and engage stakeholders. Although many such networks exist, they are rarely assessed with tools that account for their complexity. This study examined the structure of mentorship and collaboration relationships among members of the Healthy Aging Research Network (HAN) using social network analysis (SNA).MethodsWe invited 97 HAN members and partners to complete an online social network survey that included closed-ended questions about HAN-specific mentorship and collaboration during the previous 12 months. Collaboration was measured by examining the activity of the network on 6 types of products: published articles, in-progress manuscripts, grant applications, tools, research projects, and presentations. We computed network-level measures such as density, number of components, and centralization to assess the cohesiveness of the network.ResultsSixty-three respondents completed the survey (response rate, 65%). Responses, which included information about collaboration with nonrespondents, suggested that 74% of HAN members were connected through mentorship ties and that all 97 members were connected through at least one form of collaboration. Mentorship and collaboration ties were present both within and across boundaries of HAN member organizations.ConclusionSNA of public health collaborative networks provides understanding about the structure of relationships that are formed as a result of participation in network activities. This approach may offer members and funders a way to assess the impact of such networks that goes beyond simply measuring products and participation at the individual level.

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“…Mentoring has also been strongly associated with transitions, and in particular socialisation into new environments and roles (Chao, 2007;Feeney and Bozeman, 2008;Hebden, 1986;Lankau and Scandura, 2007;Roberts, 2000). The transition into the world of work from university has been traditionally seen as an inevitable, but sometimes problematic step (Holden and Hamblett, 2007;Holden and Jameson, 1999; 442 ET 54,6 Saarnivaara and Sarja, 2007).…”

Section: Developing Tomorrow's Talentmentioning

confidence: 99%

Developing tomorrow's talent: the case of an undergraduate mentoring programme

Gannon

Maher

2012

Education + Training

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Purpose -The purpose of this paper is to explore the value of an alumni and employer engagement mentoring initiative in a hospitality and tourism school within a UK university. Design/methodology/approach -The paper uses the survey method and interviews to provide qualitative and quantitative data on the participants' reactions to the initiative. Findings -The main components of successful mentoring programmes; matching, preparation, interaction and evaluation are explored to help identify the long-and short-term challenges and benefits of mentoring students as they transition into the graduate labour market. The findings highlight the benefits to mentors and mentees and the challenges for ensuring participant engagement and ongoing development. The article concludes with an agenda for further mentoring developments in the midst of the dynamic challenges facing UK higher education institutions and the hospitality and tourism industry. Practical implications -The article highlights the importance of a systematic approach to developing a mentoring programme and engaging industry in a distinctive way with the transitioning of undergraduates into the workplace. Originality/value -This article offers unique evidence of an employer engagement initiative aimed at supporting sector specific management graduates as they transition from university into industry.

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Mentoring and network ties

Cited by 50 publications

References 78 publications

Dyadic ties among employees: Empirical analysis of creative performance and efficiency

Dyadic ties among employees: Empirical analysis of creative performance and efficiency

Using Social Network Analysis to Assess Mentorship and Collaboration in a Public Health Network

Developing tomorrow's talent: the case of an undergraduate mentoring programme

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