Talent management in the hospitality and tourism industry: a French perspective on hospitality small and medium-sized enterprises

Kousay Abid · Hamza Brakrim · Fadi Alsarhan

17 citations0/0 files storedInternational Journal of Contemporary Hospitality Management

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Human Resource and Talent Management Management and Organizational Practices Hospitality and Tourism Education

Abstract

Purpose The purpose of this study is to examine talent management (TM) in French hospitality small and medium-sized enterprises (SMEs) from a culturally embedded perspective and focus on how dynamic capabilities shape its evolution. Design/methodology/approach The authors used a qualitative research design with five SME case studies. They conducted 24 semi-structured interviews with key stakeholders, analyzing the data thematically to identify patterns related to their TM approach and dynamic capabilities, ultimately generating a culturally embedded model of TM. Findings Dynamic capabilities underpin the D-System – a distinctive, culturally embedded TM model used by some French hospitality SMEs. Rooted in a culture of adaptability, it is characterized by dynamic and ex post reactive TM practices that are decentralized and informal. SMEs in this industry use short-term and ad hoc strategies, leveraging resourcefulness to attract, develop and retain talent. SMEs’ dynamic capabilities enable them to manage talent in a flexible, reactive manner, allowing for swift responses to fluctuating labor demands. Practical implications The proposed framework helps HR embed TM within contextual realities and supports professionals in shifting from reactive to agile, culturally informed practices, enabling adaption in turbulent environments. This paper offers the basis for further cross-cultural TM studies and reflections in hospitality and tourism (H&T). Originality/value This study establishes a novel link between TM, societal culture and French hospitality SMEs. This study provides empirical evidence introducing the D-System, a culturally embedded, contextually tailored TM model that emphasizes flexibility and resourcefulness.

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References

1997Dynamic capabilities and strategic management 2000Dynamic capabilities: what are they?2019Talent management: context matters 2019Dynamic talent management capabilities and organizational agility—A qualitative exploration 2016Talent management and dynamic view of talent in small and medium enterprises 2021Surviving an economic downturn: Dynamic capabilities of SMEs 2013Talent management in medium-sized German companies: an explorative study and agenda for future research 2020A quarter‐century review of HRM in small and medium‐sized enterprises : Capturing what we know , exploring where we need to go

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