Journal of Psychology & Behavioral Science

Mentor-Mentee Dyads: Determinants of Successful Tacit Knowledge Transfers
Olivene Thomas, Stanford Moore, Dunstan Newman

Abstract
Purpose: This paper sought to describe a model for determining the propensity of organizations to form succession plan relationships, and predict the outcome of these succession planning relationships between the mentor and mentee that is based upon the framework of the theory of planned behaviour. Design/methodology/approach: The paper is a conceptual piece that describes a model for the transfer of organisational knowledge through the dynamics of mentor-mentee dyads in the succession planning function of the organisation. Findings: Through the literature and theoretical framework proposed, we indicate a way of improving the likelihood of forming successful succession planning relationships between mentors and mentees and thereby retaining organisational knowledge on the one hand, and creating new knowledge and organisational commitment on the other. Research limitations/implications: The paper is a conceptual piece and is yet to be subject to empirical testing. Practical implications: Although no empirical work has been conducted, we project that the organisation will gain through reduced costs in non-transferrable training and in knowledge management strategies and increased organisational commitment in both the mentor and mentee. Originality/value: The paper extends the use of Ajzen’s Theory of Planned Behaviour to include the organisation as one actor that behaves with intention and the mentor-mentee dyad as another such behavioural unit. The model explores the nexus that exists when both of these units act to affect organisational life. In addition the authors also suggested a set of constructs that can be used to propose model of determinants of succession planning outcome.

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