Science Journal of Business and Management

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The Practice of Successful Mentoring in the Dimension of Hungarian Organizations

Received: 06 October 2014    Accepted: 10 October 2014    Published: 20 October 2014
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Abstract

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.

DOI 10.11648/j.sjbm.s.2015030101.11
Published in Science Journal of Business and Management (Volume 3, Issue 1-1, February 2015)

This article belongs to the Special Issue The Role of Knowledge and Management’s Tasks in the Companies

Page(s) 1-7
Creative Commons

This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.

Copyright

Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Mentor, Mentored Person, Knowledge-Management

References
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[2] 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
[3] 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.
[4] B. O. Ehigie, G. O. Okang and F. O. Ibode, “Mentoring and Organistaional Behaviour,” in IFE PsychlogIA 2011 Supplement, pp.398-419.
[5] C. K. Prahalad and G. Hamel, “The Core Competence of the Corporation,” in Harvard Business Review (May-June), pp.79-91.
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[7] 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.
[8] Gy. Bőgel, “Knowledge, money, power I.-II. parts,” in CEO, Vol. VI. No1.-2. pp.8-15., 27-33.
[9] 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.
[10] J. A. Wilson and N.S. Elman, “Organizational benefits of Mentoring,” in Academy of Management Executive, pp.88-94.
[11] 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.
[12] K. Kram, “Mentoring at Work,” Boston: Scott, Foresman
[13] 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.
[14] M. C. Haggin and K.E. Kram, “Reconceptualizing Mentoring at Work: A Developmental Network Perspective,” In Academy of Management Review, 2001, pp.264-288.
[15] 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.
[16] O. Arogundade, “Mentoring and Leadership Succesion in Industries and Organizations,” in IFE PsychlogIA 2011 Supplement, pp.180-185.
[17] 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.
[18] S. Adeyemi, “Enhancing Organizational Oerformance Through Effective Mentoring,” in IFE PsychlogIA 2011 Supplement, pp.366-378.
[19] S. Fajana and M. Gbajumo-Sheriff, “Mentoring: a Human Resource Tool for Acheiving Organisational Effectiveness,” in IFE PsychlogIA 2011 Supplement, pp.420-432.
[20] 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.
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Author Information
  • University of Széchenyi István, Management and Marketing Department, Gy?r, Hungary, J. Selye University, Komarno, Slovakia

  • Freelancer, Budapest, Hungary

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  • APA Style

    Andrea Bencsik, Timea Juhasz. (2014). The Practice of Successful Mentoring in the Dimension of Hungarian Organizations. Science Journal of Business and Management, 3(1-1), 1-7. https://doi.org/10.11648/j.sjbm.s.2015030101.11

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    ACS Style

    Andrea Bencsik; Timea Juhasz. The Practice of Successful Mentoring in the Dimension of Hungarian Organizations. Sci. J. Bus. Manag. 2014, 3(1-1), 1-7. doi: 10.11648/j.sjbm.s.2015030101.11

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    AMA Style

    Andrea Bencsik, Timea Juhasz. The Practice of Successful Mentoring in the Dimension of Hungarian Organizations. Sci J Bus Manag. 2014;3(1-1):1-7. doi: 10.11648/j.sjbm.s.2015030101.11

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  • @article{10.11648/j.sjbm.s.2015030101.11,
      author = {Andrea Bencsik and Timea Juhasz},
      title = {The Practice of Successful Mentoring in the Dimension of Hungarian Organizations},
      journal = {Science Journal of Business and Management},
      volume = {3},
      number = {1-1},
      pages = {1-7},
      doi = {10.11648/j.sjbm.s.2015030101.11},
      url = {https://doi.org/10.11648/j.sjbm.s.2015030101.11},
      eprint = {https://download.sciencepg.com/pdf/10.11648.j.sjbm.s.2015030101.11},
      abstract = {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.},
     year = {2014}
    }
    

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