Linking Mentoring and Social Capital: Implications for Career and Organization Development

The problem and the solution. Although they emphasize the importance of social relationships, the literatures on mentoring and social capital are largely independent. This article explores the connections between social capital and mentoring. After reviewing the limited literature in which social capital theory has been explicitly used in the study of mentoring, the authors discuss key concepts that appear in both literatures, including outcomes, bad relationships, trust, and information.They conclude with implications for the practice of human resource development (HRD), with particular attention paid to the role of mentoring in broader social networks, issues related to formal and informal mentoring, and creating cultures that foster the development of relationships. Their review reveals that the integration mentoring and social capital concepts offers great promise to enhance career and organization development initiatives.

[1]  Lillian T. Eby,et al.  The Relationship between Short-Term Mentoring Benefits and Long-Term Mentor Outcomes. , 2006 .

[2]  Li Wang,et al.  The relationship of mentoring and network resources with career success in the Chinese organizational environment , 2006 .

[3]  Daniel J. Brass,et al.  Exploring the Social Ledger: Negative Relationships and Negative Asymmetry in Social Networks in Organizations , 2006 .

[4]  C. Underhill,et al.  The effectiveness of mentoring programs in corporate settings: A meta-analytical review of the literature , 2006 .

[5]  T. Allen,et al.  Formal Mentoring Programs and Organizational Attraction. , 2006 .

[6]  T. Allen,et al.  Career Success Outcomes Associated With Mentoring Others , 2006 .

[7]  John-Paul Hatala.  Social Network Analysis in Human Resource Development: A New Methodology , 2006 .

[8]  N. Bozionelos.  Mentoring and expressive network resources: their relationship with career success and emotional exhaustion among Hellenes employees involved in emotion work , 2006 .

[9]  Kecia M. Thomas,et al.  The Roles of Protégé Race, Gender, and Proactive Socialization Attempts on Peer Mentoring , 2005 .

[10]  Sharon K. Gibson.  Whose Best Interests Are Served? The Distinction Between Mentoring and Support , 2005 .

[11]  Catherine Kirchmeyer.  The effects of mentoring on academic careers over time: Testing performance and political perspectives , 2005 .

[12]  Stephanie C Payne,et al.  A Longitudinal Examination of the Influence of Mentoring on Organizational Commitment and Turnover , 2005 .

[13]  Terri A. Scandura,et al.  Mentoring and Transformational Leadership: The Role of Supervisory Career Mentoring. , 2004 .

[14]  Lillian T. Eby,et al.  PROTÉGÉS NEGATIVE MENTORING EXPERIENCES: CONSTRUCT DEVELOPMENT AND NOMOLOGICAL VALIDATION , 2004 .

[15]  G. Moore,et al.  Social Capital: Mentors and Contacts , 2004 .

[16]  Angela M. Young,et al.  The Role of Expectations in the Mentoring Exchange: An Analysis of Mentor and Protege Expectations in Relation to Perceived Support , 2004 .

[17]  Sharon K. Gibson,et al.  The making of twenty‐first‐century HR: An analysis of the convergence of HRM, HRD, and OD , 2004 .

[18]  T. Egan,et al.  Do Formal Mentoring Programs Matter?: A Longitudinal Randomized Experimental Study of Women Healthcare Workers. , 2004 .

[19]  Mark L. Poteet,et al.  Career benefits associated with mentoring for protégeé: a meta-analysis. , 2004, The Journal of applied psychology.

[20]  C. Lengnick-Hall,et al.  HR's role in building relationship networks , 2003 .

[21]  Suzanne C. de Janasz,et al.  Mentor networks and career success: Lessons for turbulent times , 2003 .

[22]  Sarah A. Hezlett,et al.  MENTORING RESEARCH: A REVIEW AND DYNAMIC PROCESS MODEL , 2003 .

[23]  N. Bozionelos.  INTRA‐ORGANIZATIONAL NETWORK RESOURCES: RELATION TO CAREER SUCCESS AND PERSONALITY , 2003 .

[24]  Sheng Wang,et al.  Mentoring: What we know and where we might go , 2002 .

[25]  Terri A. Scandura,et al.  An Investigation of Personal Learning in Mentoring Relationships: Content, Antecedents, and Consequences , 2002 .

[26]  P. Adler,et al.  Social Capital: Prospects for a New Concept , 2002 .

[27]  L. Prusak,et al.  How to invest in social capital. , 2001, Harvard business review.

[28]  Maria L. Kraimer,et al.  A Social Capital Theory of Career Success , 2001 .

[29]  Kathy E. Kram,et al.  Reconceptualizing Mentoring at Work: A Developmental Network Perspective , 2001 .

[30]  Daniel J. Brass.  Social capital and organizational leadership. , 2001 .

[31]  N. Lin.  Social Capital: A Theory of Social Structure and Action , 2001 .

[32]  N. Lin.  Social Capital: Frontmatter , 2001 .

[33]  Ellen A. Ensher,et al.  Comparison of Traditional, Step-Ahead, and Peer Mentoring on Protégés' Support, Satisfaction, and Perceptions of Career Success: A Social Exchange Perspective , 2001 .

[34]  J. Cotton,et al.  Marginal Mentoring: The Effects Of Type Of Mentor, Quality Of Relationship, And Program Design On Work And Career Attitudes , 2000 .

[35]  S. Jeanquart,et al.  Professionals' Use of Different Mentor Sources at Various Career Stages: Implications for Career Success , 2000, The Journal of social psychology.

[36]  Erika Hayes James,et al.  Race-Related Differences in Promotions and Support: Underlying Effects of Human and Social Capital , 2000 .

[37]  Pamela L. Perrewé,et al.  What Did You Expect? An Examination of Career-Related Support and Social Support Among Mentors and Protégés , 2000 .

[38]  S. McManus,et al.  The Protege's Perspective Regarding Negative Mentoring Experiences: The Development of a Taxonomy , 2000 .

[39]  Monica C. Higgins.  The more the merrier? Multiple developmental relationships and work satisfaction. , 2000 .

[40]  T. Scandura,et al.  The effect of multiple mentors on protege attitudes toward the work setting , 1999 .

[41]  Christine D. Hegstad.  Formal mentoring as a strategy for human resource development: A review of research , 1999 .

[42]  Mark L. Poteet,et al.  Developing Effective Mentoring Relationships: Strategies from the Mentor's Viewpoint. , 1999 .

[43]  Carrie R. Leana,et al.  Organizational Social Capital and Employment Practices , 1999 .

[44]  Raymond A. Noe,et al.  The mentoring information exchange: when do mentors seek information from their protégés? , 1999 .

[45]  S. Ghoshal,et al.  Social Capital, Intellectual Capital, and the Organizational Advantage , 1998 .

[46]  R. Burke,et al.  Benefits of Mentoring Relationships among Managerial and Professional Women: A Cautionary Tale☆☆☆★ , 1997 .

[47]  J. Russell,et al.  The Changing Nature of Mentoring in Organizations: An Introduction to the Special Issue on Mentoring in Organizations , 1997 .

[48]  Ellen J. Mullen.  Framing the mentoring relationship as an information exchange , 1994 .

[49]  B. R. Ragins,et al.  The Effects of Sex and Gender Role Orientation on Mentorship in Male-Dominated Occupations. , 1993 .

[50]  Terri A. Scandura,et al.  Mentorship and career mobility: An empirical investigation , 1992 .

[51]  S. Riley,et al.  Mentoring Among Women Lawyers1 , 1985 .

[52]  Lynn A. Isabella,et al.  Mentoring Alternatives: The Role of Peer Relationships in Career Development , 1985 .

[53]  K. Kram.  Mentoring at Work: Developmental Relationships in Organizational Life , 1985 .

[54]  Ronald J. Burke,et al.  Mentors in Organizations , 1984 .

[55]  M. Michael Fagan,et al.  Mentoring among Teachers , 1982 .

[56]  Mark S. Granovetter.  The Strength of Weak Ties , 1973, American Journal of Sociology.