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Article
Publication date: 8 January 2018

Nuria Gisbert-Trejo, Jon Landeta, Eneka Albizu and Pilar Fernández-Ferrín

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…

Abstract

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/methodology/approach

The purpose of this study is to present a conceptual model for alternative mentoring for managers. This model is a new approach to mentoring, and it will try to clarify some of the bases of a phenomenon that is increasingly present in the managerial field.

Findings

The paper also suggests some advantages of alternative mentoring when compared to traditional mentoring.

Originality/value

This paper contributes to a better understanding of new forms of alternative mentoring while providing practitioners in the field with a better understanding of key issues for alternative mentoring.

Details

Human Resource Management International Digest, vol. 26 no. 1
Type: Research Article
ISSN: 0967-0734

Keywords

Article
Publication date: 4 March 2019

Nuria Gisbert-Trejo, Jon Landeta, Eneka Albizu and Pilar Fernández-Ferrín

The purpose of this study is to present a conceptual model that comprises the four phases of an inter-organizational mentoring (IOM) process.

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Abstract

Purpose

The purpose of this study is to present a conceptual model that comprises the four phases of an inter-organizational mentoring (IOM) process.

Design/methodology/approach

This study used a focus group of 19 expert coordinators on IOM programs who met once at the Basque College of Economists. The session was recorded and notes were taken and distributed to all participants.

Findings

Based on the focus group, the authors developed a four-phase model of IOM. The phases this conceptual model proposes for IOM are awakening, transcendence, organizational bond and maturity.

Practical implications

These four phases should help mentors to guide mentees in the completion of an effective IOM process. This model is a re-conceptualization from the traditional mentoring phases, as the nature of the mentoring process is different. However, getting to understand the phases of IOM will enlighten the understanding of this phenomenon that is a growing option for managers in their career development as IOM helps managers to acquire skills and competencies.

Originality/value

This work contributes to the comprehension of this new form of alternative mentoring, clarifying for mentees and mentors, what process they are going to follow. Additionally, it provides clear criteria for inter-organizational program coordinators on how to organize these kinds of programs. In the opinion of the authors, this paper is original because it provides an in-depth understanding of IOM, which is an HRD technique that has barely been studied to date.

Details

Development and Learning in Organizations: An International Journal, vol. 33 no. 2
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 11 October 2021

Nuria Gisbert-Trejo, Eneka Albizu, Jon Landeta and Pilar Fernández-Ferrín

This article aims to present the differences in implementation between individual mentoring programs (IMPs) and group mentoring programs (GMPs).

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Abstract

Purpose

This article aims to present the differences in implementation between individual mentoring programs (IMPs) and group mentoring programs (GMPs).

Design/methodology/approach

This exploratory study used semi-structured interviews with 16 experts: mentoring program (MP) coordinators, consultants and mentors. During the interviews, the steps in implementing a mentoring program were reviewed and discussed by practitioners.

Findings

Based on the interviews and contrasting with the proposed implementation model, the authors compared IMPs and GMPs. The results highlight the role of the GMP coordinators, especially in the selection of mentors, mentees and generating resources that favor the beneficial effects of group dynamics on mentoring processes.

Practical implications

This model for implementing MPs and the differences identified between IMPs and GMPs provide practical help to program coordinators (PCs) and mentors to deploy MPs by highlighting the relevant aspects.

Originality/value

Mentoring is a Human Resource Development (HRD) technique whose implementation at the program level needs further deepening for practitioners. This is the first work that emphasizes the differences to be considered in the design and implementation of MPs by taking the individual or group dimension of mentoring.

Details

Development and Learning in Organizations: An International Journal, vol. 36 no. 4
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 14 January 2019

Nuria Gisbert-Trejo, Jon Landeta, Eneka Albizu and Pilar Fernández-Ferrín

The purpose of this paper is to explore the essential mentor characteristics for effective inter-organizational mentoring. This kind of HR development technique, where mentor and…

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Abstract

Purpose

The purpose of this paper is to explore the essential mentor characteristics for effective inter-organizational mentoring. This kind of HR development technique, where mentor and mentee belong to different organizations, is becoming increasingly popular and so far has been scarcely studied.

Design/methodology/approach

First, a rigorous literature analysis to identify primary mentor characteristics for managers and professionals has been performed; second, a Delphi analysis has determined their relevance according to the opinion of 125 experienced mentors, mentees and program coordinators that have carried out inter-organizational mentoring processes in Spain; and third, an exploratory factor analysis has reclassified the mentor characteristics into a smaller number of factors.

Findings

In total, 29 relevant mentor characteristics have been identified and valued. The foregoing characteristics are related to seven underlying dimensions or factors that serve to characterize an effective mentor for inter-organizational mentoring programs.

Originality/value

The research extends the existing literature regarding mentor characteristics of those mentors who are engaged in inter-organizational mentoring. In addition, this work offers a valuable contribution to inter-organizational mentoring research based in a Delphi method that includes both academic and practitioner perspectives in a cultural context that may have not received previous attention. The findings can be valuable for both academics who investigate this topic of growing interest, and for practitioners who must face the selection and training of mentors.

Details

Industrial and Commercial Training, vol. 51 no. 2
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 2 March 2023

Nuria Gisbert-Trejo, Pilar Fernández-Ferrín, Eneka Albizu and Jon Landeta

This paper aims to identify, assess and classify the most significant mentee outcomes of formal mentoring processes aimed at managerial development.

Abstract

Purpose

This paper aims to identify, assess and classify the most significant mentee outcomes of formal mentoring processes aimed at managerial development.

Design/methodology/approach

After conducting an extensive literature review to identify the most significant mentee outcomes in the management field, a survey was conducted with a sample of 80 experienced mentees. An exploratory factor analysis (EFA) has been performed to simplify and contribute to operationalizing these results. Finally, focus group and nominal group techniques were conducted with practitioners to better understand the findings.

Findings

A total of 27 mentee outcomes have been identified in the literature. EFA analysis has allowed us to downsize the 27 outcomes into four factors encompassing the most relevant mentee outcomes. The authors then provide an interpretation and discussion of the results.

Originality/value

This work compiles, reviews and systematizes existing studies on mentee outcomes in the field of management, classifying the results in a novel manner.

Details

Industrial and Commercial Training, vol. 55 no. 2
Type: Research Article
ISSN: 0019-7858

Keywords

Article
Publication date: 20 November 2017

Izaskun Rekalde, Jon Landeta, Eneka Albizu and Pilar Fernandez-Ferrin

The purpose of this paper is to present an analysis of the results of applying executive coaching (EC) as a management competency training and development strategy, setting up a…

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Abstract

Purpose

The purpose of this paper is to present an analysis of the results of applying executive coaching (EC) as a management competency training and development strategy, setting up a comparison with other known training and development methods.

Design/methodology/approach

A dual sample is used. On the one hand, information is collected from a sample of 100 managers who participated as coachees in an EC process. On the other hand, the study provides the opinions of 236 HR managers as prescribers and promoters of company executive training and development actions.

Findings

The results suggest that EC is an effective management training and development method (MTDM). Furthermore, it is confirmed to be more effective than the rest of the techniques analysed in relation with sustained and observable management behaviour changes, whilst also providing advantages and drawbacks in its use.

Practical implications

Coaching seems to provide the most effective method for altering a selected number of concrete managerial behaviours, although its cost, length, and specificity limit its capacity to be used exclusively as a tool for continuous and generalised management training.

Originality/value

In addition to incorporating two different samples and points of view within the analysis, this work contributes evidence regarding behaviours addressed in EC processes – a feature that has received little analysis in the academic literature – and breaks new ground by comparing the results of this method with other MTDMs in terms of their degree of effectiveness in attaining observable and lasting behaviour changes.

Details

Management Decision, vol. 55 no. 10
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 5 June 2017

Jon Charterina, Imanol Basterretxea and Jon Landeta

This paper aims to discover the key elements for generating and protecting innovations based on the customer-supplier relationship in industrial sectors.

Abstract

Purpose

This paper aims to discover the key elements for generating and protecting innovations based on the customer-supplier relationship in industrial sectors.

Design/methodology/approach

This exploratory qualitative study was performed using semi-structured interviews with chief executive officers and innovation managers of 22 industrial firms and institutions from the machine-tool industry.

Findings

Key forms of knowledge must be shared by the two agents. Producers have to obtain in-depth knowledge about customers’ needs and customers need knowledge on producer’s absorptive capacity. Producers distinguish between three types of customers: reference customers, necessary for innovations with greatest scope, clientes amigos or test users, required to test innovations currently being developed, and traditional customers, associated with incremental innovations. The traditional means of protecting innovations is a detailed contract between customer and supplier; and patents are used for innovations of greater technological scope, as a form of defense against third-party patents and as a signaling element of absorptive capacity.

Originality/value

The paper draws on the direct experience of executives from companies whose innovation is based on a close relationship with customers to answer questions to which the literature has yet to provide definitive answers: What sort of information to be shared is relevant for the generation of innovations? Are all customers equal or are there profiles that contribute more effectively to the development of innovations? What attitude and mechanisms are most effective for protecting the knowledge and competitiveness generated through knowledge sharing?

Details

Journal of Business & Industrial Marketing, vol. 32 no. 5
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 3 November 2017

Jon Charterina, Jon Landeta and Imanol Basterretxea

The purpose of this paper is to analyze the mediating role of contracts and trust on the generation of product innovations stemming from buyer-supplier knowledge-sharing (KS…

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Abstract

Purpose

The purpose of this paper is to analyze the mediating role of contracts and trust on the generation of product innovations stemming from buyer-supplier knowledge-sharing (KS) among the members of the supply chain. Together with the individual effects of trust and contracts, their joint effect is examined in order to determine whether these are complementary or alternative mechanisms of safeguarding and control.

Design/methodology/approach

Drawing on a survey of 202 European machine tool firms acting as buyers and sellers, the authors propose and evaluate a structural equation model.

Findings

Results confirm that there is a positive relation between contracts and trust with respect to buyer-supplier KS, and of the latter with respect to innovation performance. They also show that firms in which both the levels of trust and contract use are high reinforce their product-innovation capability based on buyer-supplier interaction (complementarity thesis). However, results also show that, contrary to trust, contracts by themselves do not act as a stimulus for product innovation.

Research limitations/implications

Establishing contracts seems to be a highly recommended action in a buyer-supplier relationship focused on increasing innovation capacity. This does not go against engendering trust in a relationship. Both trust with a degree of formalization, in different ways, help to increase the effect of sharing valuable knowledge on innovation capacity.

Originality/value

To the authors’ best knowledge, no prior study has delved into differentiating the use of contracts and trust as mechanisms in mediating the effect originated from knowledge-sharing on product innovation performance with two different samples formed by buying and selling firms.

Details

European Journal of Innovation Management, vol. 21 no. 2
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 3 June 2019

Imanol Basterretxea, Jon Charterina and Jon Landeta

This paper aims to investigate how the implementation of the inter-cooperation principle among Spanish machine-tool cooperatives helps them to coopete–collaborate with…

Abstract

Purpose

This paper aims to investigate how the implementation of the inter-cooperation principle among Spanish machine-tool cooperatives helps them to coopete–collaborate with competitors, in their innovation and internationalization processes and achieve collaborative advantages.

Design/methodology/approach

The paper uses a multi-case approach based on interviews with 15 CEOs and research and development (R&D) managers, representing 14 Spanish machine tool firms and institutions. Eight of these organizations are worker-cooperatives.

Findings

Worker-cooperatives achieve advantages on innovation and internationalization via inter-cooperation (shared R&D units, joint sales offices, joint after-sale services, knowledge exchange and relocation of key R&D technicians and managers). Several mutual bonds and ties among cooperatives help to overcome the risk of opportunistic behaviour and knowledge leakage associated to coopetition. The obtained results give some clues explaining to what extent and under which conditions coopetitive strategies of cooperatives are transferable to other types of ownership arrangements across sectors.

Practical implications

Firms seeking cooperation with competitors in their R&D and internationalization processes can learn from the coopetitive arrangements analyzed in the paper.

Social implications

Findings can be valuable for sectoral associations and public bodies trying to promote coopetition and alliances between competitors as a means to benefit from collaborative advantages.

Originality/value

Focussing on an “ideal type” of co-operation–cooperative organizations – and having access to primary sources, the paper shows to what extent (and how) strong coopetitive structures and processes foster innovation and internationalization.

Details

Journal of Business & Industrial Marketing, vol. 34 no. 6
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 6 February 2020

Nuria Gisbert-Trejo, Eneka Albizu, Jon Landeta and Pilar Fernández-Ferrín

Inter-organizational mentoring (IOM) is a human resource development tool that is used when the mentor and mentee belong to different organizations. As mentees are the focus of…

Abstract

Purpose

Inter-organizational mentoring (IOM) is a human resource development tool that is used when the mentor and mentee belong to different organizations. As mentees are the focus of the IOM process, the success of this type of program is highly reliant on their characteristics. Therefore, the purpose of this paper was to derive the most desirable characteristics for mentees in IOM.

Design/methodology/approach

An intensive review of the literature on mentoring for managers and business professionals was carried out to identify mentee characteristics. These characteristics were then ranked for their importance to IOM using the Hybrid Delphi method (with 130 informants taking part in a Delphi survey and 19 expert IOM practitioners taking part in Focus Group and Nominal Group Technique sessions). An exploratory factor analysis identified the three main underlying factors behind the listed mentee characteristics.

Findings

In total, 17 relevant mentee characteristics were identified and ranked and then synthesized into three essential factors for the mentee. The results were discussed in the light of existing studies.

Originality/value

The mentee characteristics and factors identified in this study will be of great practical value to coordinators of IOM programs. Also, the review of the literature and the obtained results will help other researchers who wish to expand on this topic.

Details

European Journal of Training and Development, vol. 44 no. 4/5
Type: Research Article
ISSN: 2046-9012

Keywords

1 – 10 of 21