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.
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.
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.
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).
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.
