Abstract
Feedback is a key entrepreneurial practice that requires a good match between parties, but we have little theory that explains under what condition such a good match emerges. This article addresses this gap throughout 18 months of ethnographic fieldwork at a business accelerator to investigate the relational work performed by entrepreneurs and mentors and unpack the role of the relational infrastructure of the accelerator in framing their role and social interaction. The findings show that a good match requires the creation of a shared understanding of the situation and the media of exchange that overcomes its original framing by the third party and power asymmetry. Accordingly, a good match emerges because of the relational work making the relationship meaningful based on the construction of an alignment between relations, transactions, and resources.
Published Version
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