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Adapting Reverse Mentoring Strategy to SMEs: A New Pilot Model Implemented in Brazil

Author

Listed:
  • Dafna Schwartz

    (Adelson School of Entrepreneurship, Reichman University, P.O. Box 167, Herzliya 46150, Israel)

  • Raphael Bar-El

    (Public Policy & Administration Department, Ben Gurion University of the Negev, Beer-Sheva 8410501, Israel
    Department of Applied Economics and Administration, Sapir Academic College, Shaar Hanegev 7956000, Israel)

  • David J. Bentolila

    (Logistics and Global Supply Chain Program, Ruppin Academic Center, Emek Hefer 4025000, Israel)

Abstract

In recent years, the Reverse Mentoring (RM) model has gained popularity in large companies. Although the prevailing RM model—junior employees mentoring senior employees—benefits both groups and promotes innovation, small and medium-sized enterprises (SMEs) do not implement it due to lack of economies of scale, organizational capacities, and skilled junior employees. We devise a new RM model for SMEs that overcomes these disadvantages. First, the intervention of an intermediate, trusted professional entity initiates and supports the program for several companies; second, the mentors are not junior employees, but external graduate students with education in innovation. A pilot experiment was tested in the state of Ceara, Brazil. The preliminary findings support the new model’s feasibility and efficacy for SMEs. The intervention stimulated significant innovative ideas and resulted in out-of-the-box thinking, identification of potentials for innovation opportunities, and adaptation of an open innovation approach, which is important for SMEs with limited financial and non-financial resources. This study contributes to the literature on SMEs and RM by offering a new model that can overcome existing market failures experienced by SMEs. Empirical testing demonstrates its feasibility.

Suggested Citation

  • Dafna Schwartz & Raphael Bar-El & David J. Bentolila, 2022. "Adapting Reverse Mentoring Strategy to SMEs: A New Pilot Model Implemented in Brazil," Sustainability, MDPI, vol. 14(15), pages 1-15, August.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:15:p:9515-:d:879200
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    References listed on IDEAS

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    1. Patrizia Garengo & Giovanni Bernardi, 2007. "Organizational capability in SMEs," International Journal of Productivity and Performance Management, Emerald Group Publishing Limited, vol. 56(5/6), pages 518-532, June.
    2. Magnus Henrekson & Dan Johansson, 2010. "Gazelles as job creators: a survey and interpretation of the evidence," Small Business Economics, Springer, vol. 35(2), pages 227-244, September.
    3. Ronen Harel & Dafna Schwartz & Dam Kaufmann, 2019. "Open Innovation In Small Businesses In The Industry And Craft Sectors," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 23(04), pages 1-33, May.
    4. Ronen Harel & Dafna Schwartz & Dan Kaufmann, 2020. "Funding Access and Innovation in Small Businesses," JRFM, MDPI, vol. 13(9), pages 1-16, September.
    5. Ronen Harel & Dafna Schwartz & Dan Kaufmann, 2021. "The relationship between innovation promotion processes and small business success: the role of managers’ dominance," Review of Managerial Science, Springer, vol. 15(7), pages 1937-1960, October.
    6. Dan Kaufmann & Dafna Schwartz, 2009. "Networking strategies of young biotechnology firms in Israel," The Annals of Regional Science, Springer;Western Regional Science Association, vol. 43(3), pages 599-613, September.
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