Hostname: page-component-76fb5796d-9pm4c Total loading time: 0 Render date: 2024-04-28T08:46:40.126Z Has data issue: false hasContentIssue false
  • English
  • Français

The importance of mentoring and coaching for family businesses

Published online by Cambridge University Press:  16 January 2014

Pedro Núñez-Cacho Utrilla  and
Félix Ángel Grande Torraleja
Pedro Núñez-Cacho Utrilla*
Affiliation:
Department of Business Administration, University of Jaen, Campus de las Lagunillas s/n, 23071-Jaen, España
Félix Ángel Grande Torraleja
Affiliation:
Department of Business Administration, University of Jaen, Campus de las Lagunillas s/n, 23071-Jaen, España
*
Corresponding author: pnunez@ujaen.es
Get access Rights & Permissions [Opens in a new window]

Abstract

Mentoring and coaching practices are helping businesses grow by supporting the development of their human capital. Family businesses have a unique atmosphere and distinctive features that make it especially important to discover whether mentoring and coaching affect their performance. We have used a resource-based vision and knowledge-based vision to analyse this relationship using structural equation methodology in a sample of 630 companies. The results show that there is a direct relationship between mentoring and coaching and the performance of family businesses.

Keywords

mentoringcoachingfamily businesseshuman resources
Type
Research Article
Information
Journal of Management & Organization , Volume 19 , Issue 4 , July 2013 , pp. 386 - 404
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2013 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

REFERENCES

Allen, T. D., Smith, M. A., O'Shea, P. G., Mael, F. A., Eby, L. T. (2009). Organization-level mentoring and organizational performance within substance abuse centers. Journal of Management, 35, 1113–1128.Google Scholar
Anderson, J. C., Gerbing, D. W. (1984). The effect of sampling error on convergence, improper solutions and goodness of fit indices for maximum likelihood confirmatory factor analysis. Psychometrika, 49, 155–173.Google Scholar
Arregle, J., Hitt, M. A., Sirmon, D., Very, P. (2007). The development of organizational social capital: Attributes of family firms. Journal of Management Studies, 44(1), 73–95.Google Scholar
Astrachan, J., Klein, S., Smyrnios, K. (2002). The F-Pec scale of family influence: a proposal for solving the family definition problem. Family Business Review, 15(1), 45–58.Google Scholar
Bagozzi, R. P., Yi, Y. (1988). On the evaluation of structural equation models. Journal of Academy of Marketing Science, 16(2), 79–94.Google Scholar
Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99–110.Google Scholar
Barret, P. (2007). Structural equation modeling: Adjusting model fit. Personality and Individual Differences, 42(5), 815–824.Google Scholar
Becker, K., Hyland, P., Acutt, B. (2006). Considering unlearning in HRD practices: An Australian study. Journal of European Industrial Training, 30(8), 608–621.Google Scholar
Bozionelos, N. (2006). Mentoring and expressive network resources: Their relationship with career success and emotional exhaustion among Hellenes employees involved in emotion work. The International Journal of Human Resource Management, 17(2), 362–378.Google Scholar
Brandenburger, A., Stuart, H. (1996). Value-based business strategy. Journal of Economics and Management Strategy, 5, 5–24.Google Scholar
Burack, E. M. (1990). Planificación y aplicaciones creativas de recursos humanos. Madrid: Diez de Santos.Google Scholar
Burk, H. G., Eby, L. T. (2010). What keeps people in mentoring relationships when bad things happen? A field study from the protégé perspective. Journal of Vocational Behavior, 77(3), 437–446.Google Scholar
Cabrera Suarez, M. K., De Saa-Pérez, P., García, D. (2001). The succession process from a resource- and knowledge-based view of the family firm. Family Business Review, 14(1), 37–46.Google Scholar
Carlson, D. S., Upton, N., Seamans, S. (2006). The impact of human resources practices and compensation design on performance: An analysis of family-owned SME's. Journal of Small Business Management, 44(1), 531–543.Google Scholar
Chand, M., Katou, A. (2007). The impact of HRM practices on organizational performance in the Indian hotel industry. Employee Relations, 29(6), 576–594.Google Scholar
Chirico, F., Nordqvist, M. (2010). Dynamic capabilities and trans-generational value creation in family firms: The role of organizational culture. International Small Business Journal, 28(5), 487–504.CrossRefGoogle Scholar
Chirico, F., Salvato, C. (2008). Knowledge integration and dynamic organizational adaptation in family firms. Family Business Review, 21(2), 169–181.Google Scholar
Chrisman, J. J., Chua, J., Litz, R. (2003). A unified systems perspective of family firm performance: An extension and integration. Journal of Business Venturing, 18(4), 467–472.CrossRefGoogle Scholar
Colomo, R., Casado, C. (2006). Mentoring and coaching. IT perspective. Journal of Technology Management and Innovation, 3(1), 131–139.Google Scholar
De Kok, J. M. P., Uhlaner, L. M., Thurik, A. R. (2006). Professional HRM practices in family-owned management enterprises. Journal of Small Business Management, 44(3), 441–460.Google Scholar
De Vellis, R. F. (1991). Scale development: Theory and applications. Newbury : Sage.Google Scholar
Delaney, J. T., Huselid, M. A. (1996). The impact of human resource management practices on perceptions of organizational performance. Academy of Management Journal, 39(4), 949–971.Google Scholar
Donnelley, R. G. (1964). The family business. Harvard Business Review, 42, 93–105.Google Scholar
Duh, M., Belak, J., Milfelner, B. (2010). Core values, culture and ethical climate as constitutional elements of ethical behaviour: Exploring differences between family and non-family enterprises: JBE. Journal of Business Ethics, 97(3), 473–489.Google Scholar
Egan, T. M. (2005). The impact of learning goal orientation similarity on formal mentoring relationship outcomes. Advances in Developing Human Resources, 7(4), 489–505.Google Scholar
Egan, T. M., Song, Z. (2008). Are facilitated mentoring programs beneficial? A randomized experimental field study. Journal of Vocational Behavior, 72(3), 351–362.Google Scholar
Eisenhardt, K. M., Martin, J. A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21, 1105–1121.3.0.CO;2-E>CrossRefGoogle Scholar
Fielden, S. L., Hunt, C. M. (2011). Online coaching: An alternative source of social support for female entrepreneurs during venture creation. International Small Business Journal, 29(4), 345–359.Google Scholar
Goffin, R. D. (2007). Assessing the adequacy of structural equation models: Golden rules and editorial policies. Personality and Individual Differences, 42(5), 831–839.Google Scholar
Goldshark, V. M., Sosik, J. J. (2003). Aiming for career success: The role of learning goal orientation in mentoring relationships. Journal of Vocational Behavior, 63(3), 417–437.Google Scholar
Gómez-Mejía, L., Haynes, K., Núñez, M., Jacobson, K., Moyano, J. (2007). Socioemotional wealth and business risks in family-controlled firms: Evidence from Spanish olive oil mills. Administrative Science Quarterly, 52(1), 106–137.Google Scholar
Gould, D. (1997). Developing directors through personal coaching. Long Range Planning, 30(1), 29–37.Google Scholar
Grant, A. M. (2003). The impact of life coaching on goal attainment, metacognition, and mental health. Social Behavior and Personality, 31, 253–264.Google Scholar
Grant, R. (1996). Toward knowledge based theory of the firm. Strategic Management Journal, 17, 109–122.Google Scholar
Grapentine, T. (1994). Problematic scales: When measuring quality expectations scales exhibit several drawbacks. Marketing Research, 6, 8–12.Google Scholar
Habbershon, T. G., William, M. (1999). A resource based framework for assessing the strategic advantages in the family firms. Family Business Review, 12(1), 1–25.Google Scholar
Habbershon, T. G., William, M., MacMillan, I. C. (2003). A unified systems perspective of family firm performance. Journal of Business Venturing, 18(4), 451–465.Google Scholar
Hansson, B. (2007). Company-based determinants of training and the impact of training on company performance. Personnel Review, 36(2), 311–331.Google Scholar
Hartel, C., Bozer, G., Levin, L. (2009). Family business leadership transition: How an adaptation of executive coaching may help. Journal of Management and Organization, 15(3), 378–391.Google Scholar
Harvey, M., McIntyre, N., Heames, J. T., Moeller, M. (2009). Mentoring global female managers in the global marketplace: Traditional, reverse, and reciprocal mentoring. The International Journal of Human Resource Management, 20(6), 1344–1361.Google Scholar
Helfat, C. E., Peteraf, M. A. (2003). The dynamic resource-based view: Capabilities lifecycles. Strategic Management Journal, 24, 997–1010.Google Scholar
Hernández, F., Peña, I. (2008). Efectividad de la estrategia de recursos humanos: Modelo integrador de la teoría de recursos y capacidades y teoría del comportamiento en las entidades de economía social. Revesco, 94(2), 27–58.Google Scholar
Hezlett, S. A., Gibson, S. K. (2005). Mentoring and human resource development: Where we are and where we need to go. Advances in Developing Human Resources, 7(4), 446–469.Google Scholar
Hezlett, S. A., Gibson, S. K. (2007). Linking mentoring and social capital: Implications for career and organization development. Advances in Developing Human Resources, 9(3), 384–411.CrossRefGoogle Scholar
Hienerth, C., Kessler, A. (2006). Measuring success in family businesses: The concept of configurational fit. Family Business Review, 19(2), 115–134.Google Scholar
Hoopes, D. G., Madsen, T. L., Walker, G. (2003). Guest editors’ introduction to the special issue: Why is there a resource-based view? Toward a theory of competitive heterogeneity. Strategic Management Journal, 24, 889–902.Google Scholar
Horton, T. P. (1986). Managing in a family way. Management Review, 75, 3–12.Google Scholar
Howorth, C., Rose, M., Hamilton, E., Westhead, P. (2010). Family firm diversity and development: An introduction. International Small Business Journal, 28(5), 437–451.Google Scholar
Hunt, D. M., Michael, C. (1983). Mentorships: A career development tool. Academy of Management Journal, 8, 475–485.Google Scholar
Huselid, M. A. (1995). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38(3), 635.Google Scholar
Huselid, M. A., Jackson, S. E., Schuler, R. S. (1997). Technical and strategic human resource management effectiveness as determinants of firm performance. Academy of Management Journal, 40(1), 171–188.Google Scholar
Hutchinson, V., Quintas, P. (2008). Do SMEs do knowledge management? Or simply manage what they know? International Small Business Journal, 26(2), 131–154.Google Scholar
Ibrahim, A. B., Soufani, K., Poutziouris, P., Lam, J. (2004). Qualities of an effective successor: The role of education and training. Education & Training, 46(8/9), 474–480.Google Scholar
James, L. R. (1982). Aggregation bias in estimates of perceptual agreement. Journal of Applied Psychology, 67, 219–229.Google Scholar
Joo, B.-K. (2005). Executive coaching: A conceptual framework from an integrative review of practice and research. Human Resource Development Review, 4(4), 462–488.Google Scholar
Kallemberg, A. L., Moody, J. W. (1994). Human resources management and organizational performance. American Behavioral Scientist, 37(7), 948–962.CrossRefGoogle Scholar
Kampa-Kolesch, S., Anderson, M. Z. (2001). Executive coaching: A comprehensive review of the literature. Consulting Psychology Journal, 53(4), 205–228.Google Scholar
Kilburg, R. R. (2001). Facilitating intervention adherence in executive coaching. Consulting Psychology Journal, 53(4), 251–267.Google Scholar
Kitchener, K. S. (1992). Psychologist as teacher and mentor: Affirming ethical values throughout the curriculum. Professional Psychology: Research and Practice, 23, 190–195.Google Scholar
Kline, R. B. (2005). Principles and practice of structural equation modeling. New York, NY: Wiley.Google Scholar
Kogut, B., Zander, U. (1992). Knowledge of the firm, combinative capabilities and the replication of technology. Organization Science, 3(3), 383–397.Google Scholar
Lai Wan, H. (2007). Human capital development policies: Enhancing employees’ satisfaction. Journal of European Industrial Training, 31(4), 297–322.Google Scholar
Lee, M., Rogoff, E. (1996). Research note: Comparison of small businesses with family participation versus small businesses without family participation: An investigation of differences in goals, attitudes and family/business conflict. Family Business Review, 9(4), 423–437.Google Scholar
Leiblein, M. (2011). What do resource- and capability-based theories propose? Journal of Management, 37(1), 909–932.Google Scholar
Levering, R., Moskowitz, M. (1993). The 100 best companies to work for in America. (V ed.) New York, NY: V Plume.Google Scholar
Levesque, L. L., O'Neill, R. M., Nelson, T., Dumas, C. (2005). Sex differences in the perceived importance of mentoring functions. Career Development International, 10(6), 429–443.Google Scholar
Levin, L., Bozer, G., Hartel, C. (2008). Executive coaching in a family business environment. The Business Review, Cambridge, 9(2), 200–211.Google Scholar
Lippman, S. A., Rumlet, R. P. (1982). Uncertain imitability, an analysis of interfirm differences in efficiency under competition. Bell Journal of Economics, 13, 418–438.Google Scholar
Lippman, S. A., Rumelt, R. P. (1992). Demand uncertainty, capital specificity and industry evolution. Industrial and Corporate Change, 1(1), 235–262.CrossRefGoogle Scholar
McDonald, R. P., Ho, M. H. (2002). Principles and practice in reporting structural equation analyses. Psychological Methods, 7, 64–82.Google Scholar
Miller, D., Le Breton-Miller, I. (2006). Family governance and firm performance: Agency, stewardship, and capabilities. Family Business Review, 19(1), 73–87.Google Scholar
Olivero, G., Bane, D., Kopelman, R. E. (1997). Executive coaching as transfer of training tool: Effects on productivity in public agency. Public Personnel Management, 26(4), 120–134.CrossRefGoogle Scholar
Orenstein, R. L. (2002). Executive coaching: It's not just about the executive. Journal of Applied Behavioral Science, 38(3), 355–374.Google Scholar
Orpen, C. (1997). The effects of formal mentoring on employee work motivation, organizational commitment and job performance. The Learning Organization, 4(2), 53–60.Google Scholar
Núñez-Cacho, P., Grande, F. (2012). The human resources development through mentoring: The Spanish case. Intangible Capital, 8(1), 61–91.Google Scholar
Núñez-Cacho, P., Grande, F., Pedrosa, C. (2012). Nuevos retos en el desarrollo de carrera profesional: el modelo boundaryless career. Universia Business Review, 34(1), 14–35.Google Scholar
Palmer, G. A., Johnson, J. (2005). The career development of African Americans in training and organizational development. HR. Human Resource Planning, 28(1), 1–12.Google Scholar
Parise, M. R., Forret, M. L. (2008). Formal mentoring programs: The relationship of program design and support to mentors’ perceptions of benefits and costs. Journal of Vocational Behavior, 72(2), 225–240.Google Scholar
Peter, J. P., Churchill, G. A. (1986). Relations among research design choices and psychometric properties of rating scales. Journal of Marketing Research, 23, 1–10.Google Scholar
Peteraf, M. A., Barney, J. B. (2003). Unraveling the resource-based tangle. Managerial and Decision Economics, 24(3), 309–323.Google Scholar
Randoy, T., Goel, S. (2003). Ownership structure, founder leadership, and performance in Norwegian SMEs: Implications for financing entrepreneurial opportunities. Journal of Business Venturing, 18(5), 619–638.Google Scholar
Rock, D., Donde, R. (2008). Driving organizational change with internal coaching programs: Part one. Industrial and Commercial Training, 40(1), 10–18.Google Scholar
Russel, J. E., Adams, D. M. (1997). The changing nature of mentoring in organizations: An introduction to the special issue on mentoring in organizations. Journal of Vocational Behavior, 51, 1–14.Google Scholar
Sherman, S., Freas, A. (2004). The wild west of executive coaching. Harvard Business Review, 82(1), 82–90.Google Scholar
Singh, R., Ragins, B. R., Tharenou, P. (2009). What matters most? The relative role of mentoring and career capital in career success. Journal of Vocational Behavior, 75(1), 56–67.Google Scholar
Sirmon, D., Hitt, M. A. (2003). Managing resources: Linking unique resources, management, and wealth creation in family firms. Entrepreneurship Theory and Practice, 27(4), 339–358.Google Scholar
Sorenson, R. (2003). Family business gathering 2001, the holistic model: Destroying myths and creating value in family business. Family Business Review, 16(3), 224–239.Google Scholar
Steier, L. P. (2001). Next-generation entrepreneurs and succession: An exploratory study of modes and means of managing social capital. Family Business Review, 14(4), 353–367.Google Scholar
Stern, L. (2004). Executive coaching: A working definition. Consulting Psychology Journal: Practice and Research, 56(3), 154–162.CrossRefGoogle Scholar
Strong, M., Baron, W. (2004). An analysis of mentoring conversations with beginning teachers: Suggestions and responses. Teaching and Teacher Education, 20, 47–57.Google Scholar
Swerdlik, M. E., Bardon, J. L. (1988). A survey of mentoring experiences is school psychology. Journal of School Psychology, 26, 213–224.Google Scholar
Tagiuri, R., Davis, J. (1996). Bivalent attributes of family business. Family Business Review, 9(2), 199–208.Google Scholar
Vacilotto, S., Cummings, R. (2007). Peer coaching in TEFL/TESL programmes. ELT Journal, 61(2), 153–160.Google Scholar
Vallejo, M. C. (2007). What a family business? A discussion of an integrative and operational definition. Entrepreneurship and Small Business, 4(4), 473–488.Google Scholar
Vallejo, M. C. (2008). Is the culture of family firms really different? A value-based model for its survival through generations. Journal of Business Ethics, 8(2), 261–279.Google Scholar
Van der Merwe, S., Venter, E., Ellis, S. M. (2009). An exploratory study of some of the determinants of management succession planning in family businesses. Management Dynamics, 16(4), 34–35.Google Scholar
Viator, R. E., Scandura, T. A. (1991). A study of mentor-protegé relationships in large public accounting firms. Accounting Horizon, 5, 20–30.Google Scholar
Walker, E., Brown, A. (2004). What success factors are important to small business owners? International Small Business Journal, 22(6), 577–594.Google Scholar
Walkers, G. (2004). Modern competitive strategy. New York, NY: McGraw-Hill.Google Scholar
Wanberg, C. R., Kammeyer, J., Marchese, M. (2006). Mentor and protégé predictors and outcomes of mentoring in a formal mentoring program. Journal of Vocational Behavior, 69(3), 410–423.Google Scholar
Wanberg, C. R., Welsh, E. T., Hezlett, S. A. (2003). Mentoring research: A review and dynamics process model. Research in Personnel and Human Resources Management, 22, 39–124.Google Scholar
Weinberg, J., Lankau, M. J. (2010). Formal mentoring programs: A mentor-centric and longitudinal analysis. Journal of Management, 37(6), 1527–1557.Google Scholar
Wilde, J. B., Schau, C. G. (1991). Mentoring in graduates schools of education: Mentees’ perception. Journal of Experimental Education, 59, 165–179.Google Scholar
Wright, P. M., Dunford, B. B., Snell, S. A. (2001). Human resources and the resource based view of the firm. Journal of Management, 27(6), 701–721.Google Scholar
Zahra, S. A., Neubaum, D. O., Larrañeta, B. (2007). Knowledge sharing and technological capabilities: The moderating role of family involvement. Journal of Business Research, 60(10), 1070–1079.Google Scholar
Zeithaml, V. A., Berry, L. L., Parasunaman, A. (1988). Communication and control processes in the delivery of the service quality. Journal of Marketing, 52, 35–48.Google Scholar