Please enter verification code
The Practice of Successful Mentoring in the Dimension of Hungarian Organizations
Science Journal of Business and Management
Volume 3, Issue 1-1, February 2015, Pages: 1-7
Received: Oct. 6, 2014; Accepted: Oct. 10, 2014; Published: Oct. 20, 2014
Views 3565      Downloads 179
Andrea Bencsik, University of Széchenyi István, Management and Marketing Department, Győr, Hungary, J. Selye University, Komarno, Slovakia
Timea Juhasz, Freelancer, Budapest, Hungary
Article Tools
Follow on us
Positive mentoring practice being an example to be followed is one form of knowledge-management, therefore it matters a lot what mentoring protocol is being fulfilled within the organizations. The features of a successful mentoring process have been examined this year within the framework of a qualitative research in light of the practice of Hungarian organizations. The results of the research show that apart from the corporate culture built on confidence, the participants’ motivation for knowledge and for learning can also have significant effect on the positive outcome of the process as well as the way how mentoring can consistently fit into the system of corporate knowledge-management.
Mentor, Mentored Person, Knowledge-Management
To cite this article
Andrea Bencsik, Timea Juhasz, The Practice of Successful Mentoring in the Dimension of Hungarian Organizations, Science Journal of Business and Management. Special Issue: The Role of Knowledge and Management’s Tasks in the Companies. Vol. 3, No. 1-1, 2015, pp. 1-7. doi: 10.11648/j.sjbm.s.2015030101.11
A. Bencsik, “Best Practice in Building Knowledge-Management System or Handbook for Managers on Knowledge-management,” Pearson Publishing, Harlow England, 2013.
A. Bencsik, T. Juhász and Sz. Kovács, “Current issues of knowledge-transfer with special consideration of knowledge-transferring willingness and mentoring practice (based on empirical research),” pp.1-11. Under publication
A. Haesli and P. Boxall, “When Knowledge Management Metts HR Strategy: An Exploration of Personalization-Retention and Codification-Recruitment Configurations,” in Journal of Human Resource Management, 16:11 November 2005 pp.1955-1975.
B. O. Ehigie, G. O. Okang and F. O. Ibode, “Mentoring and Organistaional Behaviour,” in IFE PsychlogIA 2011 Supplement, pp.398-419.
C. K. Prahalad and G. Hamel, “The Core Competence of the Corporation,” in Harvard Business Review (May-June), pp.79-91.
C. McInerney, “KnowledgeManagement and the Dynamic Nature of Knowledge,” in Journal of the American Society for Information Science and Technology, 53 (12), pp.1009-1018.
D. B. Turban and T. W. Dougherty, “Role of Protégé Personality in Receipt of Mentoring and Career Succes,” in Academy of Management Journal, 1994, pp.688-702.
Gy. Bőgel, “Knowledge, money, power I.-II. parts,” in CEO, Vol. VI. No1.-2. pp.8-15., 27-33.
I. Nonaka and H. Takeuchi, “The Knowledge Creating Company: How Japenese Companies Create the Dynamics of Innovations,” Oxford University Press, New York. pp.1-114.
J. A. Wilson and N.S. Elman, “Organizational benefits of Mentoring,” in Academy of Management Executive, pp.88-94.
J. E. Russel and D. M. Adams, “The Changing Nature of Mentoring in Organizations: an Introduction to the Special Issue on Mentoring in Organizations,” in Journal of Vocational Behavior, 51: pp.1-14.
K. Kram, “Mentoring at Work,” Boston: Scott, Foresman
L. Argote and P. Ingram, “Knowledge Transfer: a Basis for Competitive Advantage in Firms,” in Organizational Behavior and Human Decision, Process 82. pp.150-169.
M. C. Haggin and K.E. Kram, “Reconceptualizing Mentoring at Work: A Developmental Network Perspective,” In Academy of Management Review, 2001, pp.264-288.
M. Harvey, N. McIntyre, J. T. Heames and M. Moeller, “Mentoring Global Female Managers in the Global Marketplace: Traditional, Reverse and Reciprocal Mentoring,” in The International Journal of Human Resource Management, Vol. 20. No. 6. June 2009. pp.1344-1361.
O. Arogundade, “Mentoring and Leadership Succesion in Industries and Organizations,” in IFE PsychlogIA 2011 Supplement, pp.180-185.
R. K. Haynes and R. Ghosh, “Mentoring and Succesion Management: an Evaluative Approach to the Startegic Collaboration Model,” in Review of Business, 2008/28, pp.3-12.
S. Adeyemi, “Enhancing Organizational Oerformance Through Effective Mentoring,” in IFE PsychlogIA 2011 Supplement, pp.366-378.
S. Fajana and M. Gbajumo-Sheriff, “Mentoring: a Human Resource Tool for Acheiving Organisational Effectiveness,” in IFE PsychlogIA 2011 Supplement, pp.420-432.
S. C. Payne and A. H. Huffman, “A Longitudinal Examintation of the Influence of Mentoring on Organizational Commitment and Turnover,” in Academy Management Journal, 2005. Vol. 48. No.1. pp.158-168.
T. A. Scandura, “Dysfunctional Mentoring Relationships and Outcomes,” in Journal of Management, 1998, Vol.24. No.3. pp. 449-467.
T. Catling and M. Davies, “Mentoring the Objective Support that Managers Need,” in British Journal of Adiministrative Management, 2008/ Jan/feb pp.22-23.
T. D. Allen, L. T. Poteet, M. L. Lentz and L. Lima, “Career Benefits Associated with Mentoring for Proteges: A Meta-Analysis,” in Journal of Applied Psychology, pp.127-136.
W. Bates, “Organizational Learning and Knowledge Technologies in a Dynamic Enviroment,” Dordecht: Kluwer Academic Publisher
Z. Polyák, “Knowledge-management and corporation learning as success-factors of small-and medium companies,” PhD dissertation. pp.1-296.
Science Publishing Group
1 Rockefeller Plaza,
10th and 11th Floors,
New York, NY 10020
Tel: (001)347-983-5186