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In developing economies state‐controlled primary organizations have an implicit responsibility to assist secondary organ‐izations in their development. Using an exploratory study, examines the interaction of these two groups in Saudi Arabia and seeks to identify significant indicators which can evaluate the mentoring function. General managers of second‐tier organizations evaluated four primary organizations on several independent variables thought to be indicative of mentoring. Three of the variables are statistically significant and perceived support is quite low. Concludes that an information network, on a national level, is needed to improve co‐ordination and co‐operation between these two groups.