Nurturing Entrepreneurial Learning Through Mentoring

Hallam, Horia El; St-Jean, Étienne

doi:10.1142/s1084946716500126

Cited by 10 publications

(16 citation statements)

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“…a work focus, and venture support focusing on the venture (e.g. Dowejko & Chan, 2019;El Hallam & St-Jean, 2016;St-Jean, 2011).…”

Section: Entrepreneurial Coaching and Related Developmental Interventmentioning

confidence: 99%

“…Mentoring in the entrepreneurial context can be defined as a relationship oriented towards learning and development in which an experienced entrepreneur supports a novice entrepreneur (e.g. El Hallam & St‐Jean, 2016; St‐Jean & Audet, 2012). Such a relationship requires the mentor to have practical experience in the entrepreneur’s field (Audet & Couteret, 2012; Brinkley & Le Roux, 2018).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Brinkley & Le Roux, 2018; Matotola & Bengesi, 2019). Like coaching, mentoring relies on a trustful relationship (El Hallam & St‐Jean, 2016; Graßmann, Schölmerich, & Schermuly, 2019) and is characterized by the fostering of entrepreneurs’ active learning as well as by personal and professional development (e.g. Audet & Couteret, 2012; Lancer et al, 2016).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…In contrast to start‐up consultancy, EM spans a broader range of content as is evident in the range of entrepreneurial mentor functions with the psychosocial support focusing on the individual, career‐related support representing a work focus, and venture support focusing on the venture (e.g. Dowejko & Chan, 2019; El Hallam & St‐Jean, 2016; St‐Jean, 2011).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

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Entrepreneurial Coaching: A Two‐Dimensional Framework in Context

et al. 2020

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Coaching is increasingly used to support entrepreneurs across different stages of the entrepreneurial process. Due to its custom-tailored, active, and reflectionoriented approach, it has been suggested that it is particularly well suited to entrepreneurs' complex job demands. However, in the entrepreneurial context, the term coaching lacks a clear definition and is frequently used interchangeably with other types of support. We therefore sought to characterize entrepreneurial coaching (EC) and to position it relative to related interventions. We conducted 67 interviews with coaches (n = 44) and early-stage entrepreneurs (n = 23) experienced in EC. Using qualitative content analysis, we specify outcomes, input, process, and contextual factors for EC. Among process factors, we identify seven coach functions that reflect specific coach behaviors. Contextual factors include entrepreneurial job demands and institutional boundary conditions of "embedded" EC. Based on our findings, we position EC within a two-dimensional framework, consisting of the expert-versus process-consultation approach and the individual-work-venture focus. We locate the seven coach functions within this framework. Relative to other interventions, EC stands between classical workplace coaching and start-up consultancy, closer to, yet distinct from, entrepreneurial mentoring and executive coaching. We derive practical implications for coaches, entrepreneurs, and organizational stakeholders and propose directions for future research. Silja Kotte and Isabell Diermann share the first authorship. This work was supported by a research fund of the University of Kassel (P/76). Grateful acknowledgements are owed to our research assistants, Isabel Meyer zu Riemsloh and Sina Rogge, for their help with conducting and coding interviews. We thank Michael Mandahl and Frédéric Martin as well as the special issue editor, Rebecca Jones, and the anonymous reviewers for their valuable comments on earlier drafts of this paper.

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“…a work focus, and venture support focusing on the venture (e.g. Dowejko & Chan, 2019;El Hallam & St-Jean, 2016;St-Jean, 2011).…”

Section: Entrepreneurial Coaching and Related Developmental Interventmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Theoretical Backgroundmentioning

confidence: 99%

See 2 more Smart Citations

Entrepreneurial Coaching: A Two‐Dimensional Framework in Context

et al. 2020

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show abstract

“…Algumas organizações que prestam apoio ao processo empreendedor também adotam os processos de mentoring e a tutoria como uma alternativa em detrimento do treinamento tradicional. As funções do mentor também são suscetíveis de ter um impacto positivo na aprendizagem da pessoa que recebe a tutoria, pois o apoio e orientação informacional do mentor pode ajudar o empreendedor novato a compensar a falta de habilidade e experiência profissional (El Hallam & St-Jean, 2016). Os empreendedores também podem adquirir experiência através de instituições e organizações, como programas especializados e incubadoras, que costumam fornecer infraestrutura, instalações, orçamentos, consultores e educação e treinamentos para os empreendedores (El-Awad, Gabrielsson, & Politis, 2017).…”

Section: Aprendizagem Empreendedoraunclassified