Abstract

A mentoring relationship essentially consists of matching an experienced business person with a novice entrepreneur. From the perspective of the organization coordinating such programs, the focus is directed toward results for the novice, but also toward the “black box” of mentoring. In fact, mentors may generally offer good support to novice entrepreneur but some of them may offer marginal mentoring or worse, harmful support. In that perspective, the following questions become crucial: to become effective, does a mentor need appropriate preparation or prior training? Or is his personal or professional experience in entrepreneurship enough to produce results for the mentee?

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