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Titlebook: Exploring Dynamic Mentoring Models in India; Payal Kumar Book 2018 The Editor(s) (if applicable) and The Author(s) 2018 workplace.leadersh

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楼主: Wilson
发表于 2025-3-28 14:55:22 | 显示全部楼层
Workplace Climate as a Facilitator of Informal Mentoring Relationships: A Protégé’s Perspectiveonships positively impact the formation of mentoring networks. One of the key findings is that organization culture mitigates the effect of the high power distance equation in India. Implications for the protégé and the firm are discussed. This study is especially useful in the context of dealing wi
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Venture Capitalist Enabled Entrepreneurial Mentoring: An Exploratory Studyuation and profitable exits. Scholars have focused less on the inter-organizational interaction between the venture capital (VC) and start-up entrepreneur. Using some interviews and secondary data from three Indian VC firms, this chapter explores the VC and investee enterprise mentoring within the I
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What Makes an Effective Mentor: A Cross-Cultural (BRIC) Comparisonntric or Western-oriented. Even with the increasing trend of protégé-centric research, relatively little research exists that examines mentoring in India and what protégés from that country would most desire from the mentoring relationship and their mentors. This chapter uses the countries in the em
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Empower – Through Trade, not Aidegan working in the 1990s to fight this menace. She later set up an organization, Impulse Social Enterprises, to help hundreds of women artisans become financially secure. The aim of this organization is not only to maximize financial returns for shareholders, but also to grow the social venture and
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Enhancing Self-Awareness: A Case Study on a Collaborative Mentoring Approachvity, rather than rules, drive performance. Employees share their positive experiences, where awareness and mentoring play important roles. Employees are matched with mentors to guide and motivate them, and activities are organized for mentor/protégé pairs. beeds, beedsters, and beedterns are person
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