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When Developers Disagree: Divergent Advice as a Potential Catalyst for Protégé Growth

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  • Elana Feldman

    (Manning School of Business, University of Massachusetts–Lowell, Lowell, Massachusetts 01854)

  • William Kahn

    (Questrom School of Business, Boston University, Boston, Massachusetts 02215)

Abstract

Developmental relationships offer rich opportunities for personal growth, which enables people to operate effectively in complex work environments. Although it is now widely recognized that protégés typically have more than one developmental relationship simultaneously, few researchers have considered the ways in which developmental networks—comprising a protégé’s multiple developers—foster growth. We therefore know little about how protégés grow through their engagement in several concurrent relationships. In this paper, we suggest that understanding growth in the context of developmental networks requires viewing such networks as intertwined assemblages of dyadic relationships. Adopting this perspective, we theorize one way in which the interactions that protégés have across their various relationships may—cumulatively—catalyze growth. In our theorizing, we focus on a specific type of situation: instances when developers offer divergent advice about work-related issues. Our model traces how protégés cope with divergent advice through either an engaged grappling process or an avoidant retreating process . We theorize that whereas grappling activities yield high levels of growth, retreating activities produce no growth. However, we also suggest that protégés may oscillate back and forth between the grappling and retreating processes over time, thereby resulting in varying rather than binary growth outcomes. Our paper contributes to scholarship on developmental relationships and networks while also laying the groundwork for future empirical research.

Suggested Citation

  • Elana Feldman & William Kahn, 2019. "When Developers Disagree: Divergent Advice as a Potential Catalyst for Protégé Growth," Organization Science, INFORMS, vol. 30(3), pages 509-527, May.
  • Handle: RePEc:inm:ororsc:v:30:y:2019:i:3:p:509-527
    DOI: 10.1287/orsc.2018.1256
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    References listed on IDEAS

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    1. Yaniv, Ilan, 2004. "Receiving other people's advice: Influence and benefit," Organizational Behavior and Human Decision Processes, Elsevier, vol. 93(1), pages 1-13, January.
    2. Elfenbein, Hillary Anger, 2007. "Emotion in Organizations: A Review in Stages," Institute for Research on Labor and Employment, Working Paper Series qt2bn0n9mv, Institute of Industrial Relations, UC Berkeley.
    3. Bonaccio, Silvia & Dalal, Reeshad S., 2006. "Advice taking and decision-making: An integrative literature review, and implications for the organizational sciences," Organizational Behavior and Human Decision Processes, Elsevier, vol. 101(2), pages 127-151, November.
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    Cited by:

    1. Xiangyu Wei & Guangtao Yu & Ying Li, 2023. "How Mentoring Cultivates the Craftsman Spirit of Protégés—A Moderated Mediation Model," Sustainability, MDPI, vol. 15(8), pages 1-16, April.

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