Showing papers on "Formal relationships published in 2012"
TL;DR: In this paper, the role of respect and communication in mentorship relationship satisfaction was examined, and the age of the mentor or the protege would impact those relationship qualities, while age differences in relational qualities were not supported.
Abstract: Research was conducted to test ideas derived from Wanberg, Welsh, and Hezlett's (2003) dynamic process model of formal mentoring to examine (1) the role of respect and communication in mentorship relationship satisfaction, and (2) whether the age of the mentor or the protege would impact those relationship qualities. The sample was comprised of 117 matched mentor–protege pairs from an organization's formal mentoring programme. We received survey data from both partners and used the Actor–Partner Interdependence Model to examine individual and dyadic effects. Data suggest that proteges' respect for the mentor and communication quality, as perceived by both partners, were independent predictors of mentorship relationship satisfaction. Proteges rated their relationships as more satisfying than did their mentors. Hypotheses regarding age differences in relational qualities were not supported. We suggest that researchers continue to examine formal relationships at the dyadic level, and that practitioners desig...
21 citations
TL;DR: In this paper, the authors show how rival firms organize themselves to manage collectively an interdependence situation in the French agri-food industry, showing that grain merchants were able to federate, coordinate or influence all the stakeholders to control their agricultural lands.
Abstract: This paper shows how rival firms organise themselves to manage collectively an interdependence situation. Based on several case studies on the management of the coexistence between GM and non-GM productions in the French agri-food industry, this research shows that grain merchants were able to federate, coordinate or influence all the stakeholders to control their agricultural lands. Our results indicate that it goes through cooperation relationships between rivals among coopetition strategies. This paper reveals the existence of three generic forms of coopetition: 1 The first is characterised by a coordination mechanism based on direct and informal relationships through tacit conventions and a strong embeddedness of the relationship. 2 The second is characterised by formal and indirect relationships which need the involvement of a third party in the coordination mechanism. 3 The third type is characterised by the setting up of a 'mediation arena' which allows for the construction of the collective actions.
14 citations
Book•
09 Oct 2012
TL;DR: In this paper, a survey of company grade officers (proteges) and their formal and informal mentors was conducted and a logistic regression was used to understand the impact that different measures had on the protege's decision to identify an informal mentor.
Abstract: : Mentoring has been identified as a significant contributor to employee performance and development. Debate has come about as result of implementation of formal mentoring programs where mentors are assigned to proteges as opposed to informal relationship formed out of mutual respect and liking. Secondary data, including measures of leader member exchange, similarity, contact time, and others, were used from a 1998 survey of company grade officers (proteges) and their formal and informal mentors. Analysis of Variance compared mean values between formally and informally mentored proteges. Additionally, a logistic regression was used to understand the impact that different measures had on the protege's decision to identify an informal mentor. Leader Member Exchange, Similarity, Contact Time, and Military Status (active duty versus civilian) all were identified as having a significant impact on a protege's decision to identify an informal mentor. Since the United States Air Force has implemented a formal mentoring program this study offers suggestions of ways which formal relationships can be improved. By focusing on leader member exchange concepts supervisors can become more successful formal mentors. Additionally, Air Force members should also be encouraged to engage in informal mentoring relationships in order to fully capitalize upon the benefits of mentoring.
3 citations
TL;DR: In this paper, the authors analyzed data from a complete network of 51 high-technology firms located in a science and technology park to report the structural properties and relational dimensions of interdiffusion of HRM knowledge.
Abstract: This study untangles the social processes and inter-organizational mechanisms underlying human resource management (HRM) knowledge networks. The research questions serve to advance understanding of how HRM knowledge flows between firms under contractual relationships and in the absence of formal relationships. The study analyzes data from a complete network of 51 high-technology firms located in a science and technology park to report the structural properties and relational dimensions of inter-diffusion of HRM knowledge. The results from this social network analysis show that the firms in the study actively engage in the diffusion of HRM knowledge. Specifically, the results not only indicate the preeminence of formal ties but also of relational factors relating to firm legitimacy, prestige, and reciprocity. Participation in inter-organizational knowledge networks appears to be an effective tool for obtaining HRM knowledge as well as for enhancing trust between firms and establishing legitimacy and prestige among participating firms.
1 citations