This paper will argue that one explanation for the continuing interest in and application of mentoring programmes in organisations is that mentoring contributes significantly to the meaning‐making process within an organisation. Approaching the transformation of organisations from a social constructionist perspective, ‘the organisation’ is interpreted as a continuing process of organising; that is, a process of continuous and shared meaning‐making through interactions among organisational members. Responding to rapid and massive changes in the workplace, organisations are constructed and reconstructed through the development of new and appropriate meanings: mentoring is being harnessed in formal programmes to facilitate the ongoing meaning‐making process.
MCB UP Ltd
Copyright © 1992, MCB UP Limited