Dynamics of mentoring relationships in India: A qualitative, exploratory study
通过对29名印度MBA学生的深度访谈，研究在权力距离大、集体主义强的印度文化中导师关系的动态，发现部分导师制特征跨文化不变，但其他方面受职业和社会文化背景影响。
Abstract To supplement the extant mentoring literature that has taken a predominantly Western/U.S. perspective, the present study examined the nature of mentoring relationships in a highly power‐distant and collectivistic culture such as India. Twenty‐nine Indian masters of business administration (MBA) students participated in a qualitative study (using in‐depth interviews) regarding Indian conceptualizations of mentors, the dynamics of mentoring relationships, their mentoring experiences in India, and the practice of mentoring as a career management tool. Content analysis revealed that while some aspects of mentoring seem culturally invariant, other aspects might be influenced by careers and socio‐cultural contexts. The findings are discussed from relational and cultural perspectives with theoretical and practical implications for cross‐cultural management and human resource practice. © 2010 Wiley Periodicals, Inc.