STRATEGIC MANAGEMENT OF COMPETENCIES IN AN INNOVATION PROCESS: THE CASE OF A VERY SMALL TOURIST ENTERPRISE

Abstract

This article aims to provide answers to the following
research question: how to construct and articulate in
time the four levels of competencies (individual,
group, organizational, and environmental) during an
innovation process? To do this, our exploratory
research is based on a qualitative approach, centered
on the longitudinal case study of a very small tourist
enterprise: H2H (Hotel2Hotel). Our empirical study
provides an identification of mobilized competencies during the innovation process H2H, from the
four levels of analysis (individual, collective, organizational, and environmental). It also reveals the
existence of a fourth model of strategic management
of competencies: the model of “temporal combination”. This model is a fourth way of relations
(between strategy and competencies) to the other
three models already existing in the literature
(deducted, emerging, and mixed). Our results thus
go beyond the simple identification of competencies
required to develop an innovation, also analyzing
the different strategies of emergence, development,
and articulation of competencies in an innovation
process.