The Relational Dimension of Feedback Interactions: A Study of Early Feedback Meetings Between Entrepreneurs and Potential Mentors

Ruben van Werven*, Joep Cornelissen, Onno Bouwmeester

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

Abstract

Entrepreneurs’ responses to feedback are in part determined by how the interactions during which they receive it unfold. Prior studies primarily discuss feedback interactions between entrepreneurs and their mentors or trusted advisors. As a result of this focus on longstanding relationships, there is limited knowledge of ‘early’ meetings – conversations between feedback providers and entrepreneurs who do not know each other well – and the ways in which these shape the relationship between the interactants, as well as the way feedback is received. Our analysis of 54 early feedback interactions suggests that changes in epistemic stance and alignment influence whether there is affiliation, that is, affective cooperation, between entrepreneurs and feedback providers. We theorize that affiliation is necessary for early feedback interactions to develop into longstanding feedback relationships.

Original languageEnglish
JournalBritish Journal of Management
DOIs
Publication statusAccepted/In press - 2022

Bibliographical note

Publisher Copyright:
© 2022 The Authors. British Journal of Management published by John Wiley & Sons Ltd on behalf of British Academy of Management.

Fingerprint

Dive into the research topics of 'The Relational Dimension of Feedback Interactions: A Study of Early Feedback Meetings Between Entrepreneurs and Potential Mentors'. Together they form a unique fingerprint.

Cite this