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 collectivist 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 school. Content analysis revealed that while some aspects of mentoring seem culturally invariant, other aspects might be influenced by careers and socio-culturat contexts. The findings are discussed from relational and cultural perspectives with theoretical and practical implications for cross-cultural management and human resource practice.
RAMASWAMI, A. and DREHER, G. (2010). Dynamics of Mentoring Relationships in India: A Qualitative, Exploratory Study. Human Resource Management, 49(3), pp. 501-530.