Mentoring Fit, Social Learning, and Venture Progress During Business Incubation

Authors

  • Zohreh Hassannezhad Chavoushi Ryerson University
  • Charlene L. Nicholls-Nixon Ryerson University
  • Dave Valliere Ryerson University

DOI:

https://doi.org/10.33423/jabe.v22i14.3963

Keywords:

business, economics, entrepreneurial learning, mentoring, coaching, business incubation, startups, qualitative research

Abstract

We explored how incubated entrepreneurs conceptualize mentoring, and how mentoring affects venture progress. This qualitative study involved semi-structured interviews with 18 entrepreneurs incubated in four Canadian BIs. Interview data was transcribed and analyzed using NVivo software. The conceptual model suggests that the ‘fit’ between entrepreneur’s needs and the provided mentoring services matters to the outcomes of business incubation. Mentoring fit is conceptualized along three dimensions: content, quality, and availability. When fit is high, incubated entrepreneurs learn important lessons directly and vicariously from mentors. But when fit is low, it is inadequate to support social learning and will not have positive effects.

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Published

2020-12-30

How to Cite

Chavoushi, Z. H., Nicholls-Nixon, C. L., & Valliere, D. (2020). Mentoring Fit, Social Learning, and Venture Progress During Business Incubation. Journal of Applied Business and Economics, 22(14). https://doi.org/10.33423/jabe.v22i14.3963

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Section

Articles