Organisational Flexibility and Competitiveness 2014
DOI: 10.1007/978-81-322-1668-1_3
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Flexibility and Sustainability of Mentorship Model for Entrepreneurship Development: An Exploratory Study

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Cited by 2 publications
(3 citation statements)
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“…Moreover, the literature, especially in relation to the enablers of strategic flexibility, recognizes the broadness of the mechanisms of strategic flexibility. In this sense, the literature claims that the mechanisms of strategic flexibility and the sources of strategic options may include tactical flexibility (Fredericks 2005), organizational flexibility (Sushil and Stohr 2014;Volberda 1996), technological flexibility (Wang et al 2015b), operational and 16 D. Brozovic manufacturing flexibilities (De Toni and Tonchia 1998;Nandakumar et al 2014), IS/IT Sushil and Stohr 2014), marketing capabilities (Ling-Yee and Ogunmokun 2013; Singh 2014), strategic alliances (Young-Ybarra and Wiersema 1999), quality management (Fernández-Pérez and , niche strategies , networks (Mason and Mouzas 2012), open innovation (Rajala et al 2012), outsourcing (Arias-Aranda et al 2011;Hilman and Mohamed 2013;Quinn 1999), entrepreneurial orientation (Mishra and Jain 2014) and business processes in general (Sushil and Stohr 2014). Also, the role of innovation and R&D as enablers of the proactive dimension of strategic flexibility is rarely considered, with notable exceptions appearing only recently (Fan et al 2013;Rajala et al 2012).…”
Section: Resultsmentioning
confidence: 99%
“…Moreover, the literature, especially in relation to the enablers of strategic flexibility, recognizes the broadness of the mechanisms of strategic flexibility. In this sense, the literature claims that the mechanisms of strategic flexibility and the sources of strategic options may include tactical flexibility (Fredericks 2005), organizational flexibility (Sushil and Stohr 2014;Volberda 1996), technological flexibility (Wang et al 2015b), operational and 16 D. Brozovic manufacturing flexibilities (De Toni and Tonchia 1998;Nandakumar et al 2014), IS/IT Sushil and Stohr 2014), marketing capabilities (Ling-Yee and Ogunmokun 2013; Singh 2014), strategic alliances (Young-Ybarra and Wiersema 1999), quality management (Fernández-Pérez and , niche strategies , networks (Mason and Mouzas 2012), open innovation (Rajala et al 2012), outsourcing (Arias-Aranda et al 2011;Hilman and Mohamed 2013;Quinn 1999), entrepreneurial orientation (Mishra and Jain 2014) and business processes in general (Sushil and Stohr 2014). Also, the role of innovation and R&D as enablers of the proactive dimension of strategic flexibility is rarely considered, with notable exceptions appearing only recently (Fan et al 2013;Rajala et al 2012).…”
Section: Resultsmentioning
confidence: 99%
“…Mentoring has also been studied from various research directions (Selladurai, 2014). These directions include exploring the phases of mentorship Noe, 1988 ;Mishra, & Jain, 2014), outcomes of mentorship (Allen, &Eby, 2011;Tracy, et al, 2015) and functions served by the mentor (Chen, 2013).…”
Section: Relevant Definitions Of Mentoringmentioning
confidence: 99%
“…Phases of mentoring are important because of the developmental process that occurs throughout each of the phases. Mishra, & Jain, 2014;Revelo, & Loui, 2015) were propose the four phases of mentoring: Initiation, Cultivation, Separation, and Redefinition. The Initiation phase usually occurs during the first six to twelve months.…”
Section: Phases Of Mentoringmentioning
confidence: 99%