Corporate mentorship: an article-based examination of corporate and cross-cultural implications for organizations, mentors and mentees
University of New Brunswick
Article 1: What is cross-cultural mentoring? An integrative literature review and discussion of the term cross-cultural mentoring Addresses both the term cross-cultural mentoring and how it is used within the literature and the need for construct clarification. Examines existing descriptions of common cross-cultural mentoring processes across 123 sources. Four types of cross-cultural mentoring research are demarcated. A critique of the state of cross-cultural mentoring literature is provided. Suggestions are outlined to guide future empirical and theoretical work in a meaningful direction. Article 2: What competencies are necessary in navigating cross-cultural mentoring relationships for immigrant entrepreneurs? Five things skilled mentors think, say, and do This research provides an overview of cross-cultural¹ mentoring literature. Includes a description of a research study that makes two main contributions: (1) it describes the skills and/or competencies that have been reported as beneficial by immigrant mentees as they pertain to cross-cultural mentoring practice; (2) it highlights the importance of psychosocial and cross-cultural transition support in immigrant entrepreneur relocation success. Article 3: Corporate mentorship programing: Promising program practices for “fast-tracking” high potential employees Discusses a process evaluation used to monitor and document program implementation. Interprets program outcomes and informs future efforts in similar areas. Process evaluation components were comprised of qualitative data collection and document analysis. The evaluation of the programs was guided by two questions: What was the experience of mentors and mentees in the programs? and How effective was the mentoring program for mentors and mentees in relation to the process of implementation, and the achievement of program outcomes? Key findings aid in understanding the relationship between specific program elements and program outcomes. Thirty-five summary findings are delineated and include: program outcomes, processes, relationships, and sustainability; training; inter-generational insights; knowledge dissemination; program replicability; match closure and structured exit processes; and various investments required to sustain such programs. Key words: integrative literature review, mentoring, cross-cultural, intercultural, high potential employees, process evaluation, immigrant, entrepreneur, new destination communities, ethnic enclave ¹ The term cross-cultural has been adopted as the colloquial term when referring to intercultural, and the two terms are at times used interchangeably. Cross-cultural is defined as the “comparison of cultural differences or situations in which such differences exist”(Stewart, E & Bennett, M., 1991, p. xii). In contrast, the term intercultural is used to describe the “actual interaction between people of different cultures” (p. xii). This paper employs the term crosscultural mentoring in its colloquial form and portrays the interactive relationship when mentor and mentee come from different cultures.