Informal mentoring as an organisational resource

Long Range Planning

Volumn 35, Issue 4, 2002, Pages 389-405

  Singh, Val ^a,b   Bains, Divindra ^a,b   Vinnicombe, Susan ^a,b  

^a CRANFIELD UNIVERSITY   (United Kingdom)

^b NONE

Author keywords

[No Author keywords available]

Indexed keywords

INFORMATION MANAGEMENT; INVESTMENTS; MANAGERS; SOCIETIES AND INSTITUTIONS;

INFORMAL MENTORING;

PLANNING;

CORPORATE STRATEGY; MANAGEMENT; ORGANIZATIONAL FRAMEWORK;

EID: 0036703341     PISSN: 00246301     EISSN: None     Source Type: Journal    
DOI: 10.1016/S0024-6301(02)00064-X     Document Type: Article

References (18)

1. Gender gap in the executive suite: CEOs and female executives report on breaking the glass ceiling
2. Mentor functions and outcomes: A comparison of men and women in formal and informal mentoring relationships
3. Burden of blessing? Expected costs and benefits of being a mentor
4. Mentoring managers in organisations
5. Organisational benefits of mentoring
6. A dynamic theory of organisational knowledge creation
7. Usefulness of theory: A case study in evaluating formal mentoring schemes
8. Perspectives on mentoring
9. An examination of the impact of career-oriented mentoring on work commitment attitudes and career satisfaction among professional and managerial employees
10. Mentoring at the Bank of Montreal
11. Relationship of career mentoring and socio-economic origin to managers' and professionals' early career progress
12. Gendered meanings of commitment from high technology engineering managers in the UK and Sweden
13. Mentoring in a context of diversity and turbulence
14. The hallways of learning
15. Care in knowledge creation
16. Tacit knowledge, organisational learning and societal institutions: An integrated framework