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Interorganizational formal mentoring: Breaking the concrete ceiling sometimes requires support from the outside
Author(s) -
Murrell Audrey J.,
BlakeBeard Stacy,
Porter David M.,
PerkinsWilliamson Addie
Publication year - 2008
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.20212
Subject(s) - workforce , public relations , glass ceiling , psychology , social capital , psychosocial , diversity (politics) , knowledge management , business , sociology , political science , computer science , social science , psychiatry , law , anthropology
Our research explores the idea that formal mentoring relationships that cut across traditional organizational boundaries may facilitate positive interactions among an increasingly diverse workforce. We present interview, Web‐survey, and focus‐group data across an eight‐month period from a pilot test of an interorganizational formal mentoring (IOFM) program sponsored by the Executive Leadership Council (ELC). Results indicate that IOFM provides valuable access to mentoring relationships that include trust and psychosocial support, access to legitimate organizational power, and the sharing of social capital across traditional organizational boundaries. The benefits and challenges of this approach to mentoring and diversity are examined. © 2008 Wiley Periodicals, Inc.