Multidimensionality of HRD in small tourism firms: A case study of the Republic of Ireland

Abstract

This case study explores multiple dimensions of human resource development (HRD) in small tourism firms (STFs) within the Republic of Ireland. Underpinned by the evolutionary resource-based view (ERBV) and institutional logics, this study investigates owner-manager/senior manager and employee perceptions of the internal and external STF context and how such contextual contingencies shape their perceptions and experiences of multiple dimensions of HRD. Our study highlights (a) a dynamic interaction between external institutional logics and internal contextual factors, with the owner–manager acting as a key agent in shaping HRD dimensions; (b) actors within STFs are able to reconcile potentially conflicting institutional logics to create a dynamic HRD approach; (c) STFs implement HRD in a coordinated manner, imbued with elements of formality and informality, and (d) significant differences exist between owner-manager and employee perceptions of HRD dimensions. We discuss the implications of the findings for both research and practice. • A broadening of the investigation of HRD in STFs to include managerial and employee, quantitative and qualitative dimensions. • The owner-manager is a key agent that mediates the impact of external contextual factors on HRD dimensions. • The owner-manager reconciles a plurality of institutional logics within the STF setting. • STF owner-managers and employees may differ significantly in their perceptions and experiences of HRD with the firm. • STFs adopt a coordinated approach to HRD implementation, imbued with elements of formality and informality. • HRD should be explored as a multidimensional concept to capture the actual reality of owner-managers and employees.