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The legitimacy of entrepreneurial mentoring
March 2, 2015 Editor 0
International Journal of Entrepreneurial Behavior & Research, Volume 21, Issue 2, April 2015.
Purpose This paper presents findings from longitudinal case studies of small firm mentoring relationships in Ireland. Our rationale is to explore the gaps between the theory and practice of small firm mentoring. Design/methodology/approach The paper uses a comparative case study design involving interviews, observation and secondary sources of evidence including business plans. Findings In contrast to the literature the paper extends the role of mentors in the small firm context as offering direct and indirect support, which reduces uncertainty in order to increase legitimacy of the business entity. Research limitations/implications The cases highlight a conflict between the broad theoretical scope of the mentor process versus a narrow role assumed by best practice. Practical implications The research presents an opportunity to enhance the pragmatic versus paternalistic perspective of small firm mentoring. We argue that for mentoring theory to be useful then a mentor’s role set in small firms may be wider and should be more direct than mentors in large corporations. Originality/value The emergent theoretical framework combines organisational learning and decision-making theories. The paper contributes to the theoretical development of mentoring by extending the range and defining the role of mentors in the context of small firms.
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