This study focused on the relationship between formal mentoring programs and the effect organizational culture has on the characteristics of formal mentoring and the success of implementing such an initiative. The Competing Values Framework was used to analyze the differences in organizational culture profiles and how they might impact the acceptance of formal mentoring initiatives for organizations. The research results indicated that organizational culture has an impact on formal mentoring program characteristics and that organizations identified as Adhocracy and Market had the most significant correlations in supporting formal mentoring programs. The implications of the study can be significant as organizations assess their current workforce and prepare to implement formal mentoring programs. The findings can also be helpful to assess the likelihood of the organization embracing formal mentoring in an effort to retain valuable workers and achieve competitive advantage.
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