A multilevel approach to competence management in innovative small and medium-sized enterprises (SMEs): literature review and research agenda

Abstract

PurposeThis paper aims to improve the understanding of competence management in innovative small and medium-sized enterprises (SMEs) through a multilevel approach.Design/methodology/approachThis paper adopts a three-part structure to propose a conceptual and theoretical framework. It first explores the full scope of multilevel approaches to human resource management research, both in theory and in practice. It then reviews the literature on competence management in innovative SMEs, before demonstrating that the topic is a multilevel phenomenon. Finally, it reflects on the research and methodology implications, identifies limitations and provides suggestions for future research.FindingsThis literature review shows that competence management in innovative SMEs is a multilevel phenomenon. It outlines the research and methodology implications, identifies limitations and suggests future research directions.Originality/valueThe overarching contribution is to offer a literature review and a research agenda for a multilevel approach to competence management in the development of innovative SMEs.

Competences of innovation brokers - experiences of the GoSmart BSR project

“…By convention, competence is a combination of knowledge, plus skill, plus awareness or attitude (Dingle, 1995;Loufrani-Fedida & Aldebert, 2021). According to Filipowicz (2016, p. 46), "competences are dispositions in the field of knowledge, skills and attitudes that enable the performance of professional tasks at an appropriate level".…”

Competency-Based Reward System in Project-Based Organization: Empirical Study from Tunisia

“…Beyond the multiple definitions of competence (Besson & Olaba, 2017;Hedhili & Boudabbous, 2020;Loufrani-Fedida. & Aldebert, 2020) apprehend this concept at different levels: individual, collective, and organizational.…”

Beyond competing for talent: an integrative framework for coopetition in talent management in SMEs

“…The power of key decision makers, including CEOs, owners or human resource (HR) managers was also noted in the hospitality industry (Kravariti et al, 2021). Given these characteristics, SMEs face unique challenges when attracting, developing and retaining talent (Festing et al, 2017;Krishnan and Scullion, 2017), particularly if they operate without an HR function or dedicated HR professionals (Chang and Eberhard, 2021;Loufrani-Fedida and Aldebert, 2021). For example, when attracting talent, SMEs often lack proactive recruitment strategies and have scarce resources to invest in talent practices (Festing et al, 2013).…”