Not a single path to success: alternative HRM configurations for well-performing small and medium-sized hotels

I. Zografou*, E. Galanaki, N. Pahos, I. Deligianni

*Corresponding author for this work

Research output: Contribution to journalArticleScientificpeer-review

7 Downloads (Pure)


Purpose: Previous literature has identified human resources as a key source of competitive advantage in organizations of all sizes. However, Small and Medium-sized Enterprises (SMEs) face difficulty in comprehensively implementing all recommended Human Resource Management (HRM) functions. In this study, we shed light on the field of HRM in SMEs by focusing on the context of Greek Small and Medium-sized Hotels (SMHs), which represent a dominant private sector employer across the country. Design/methodology/approach: Using a fuzzy-set qualitative comparative analysis (fsQCA) and 34 in-depth interviews with SMHs' owners/managers, we explore the HRM conditions leading to high levels of performance, while taking into consideration the influence of internal key determinants. Findings: We uncover three alternative successful HRM strategies that maximize business performance, namely the Compensation-based performers, the HRM developers and the HRM investors. Each strategy fits discreet organizational characteristics related to company size, ownership type and organizational structure. Originality/value: To the best of the authors' knowledge this is among the first empirical studies that examine different and equifinal performance-enhancing configurations of HRM practices in SMHs.

Original languageEnglish
Pages (from-to)21-41
Number of pages21
JournalEmployee Relations
Issue number9
Publication statusPublished - 2024


  • Business performance
  • Fuzzy-set qualitative comparative analysis (fsQCA)
  • HRM configurations
  • Human resource management (HRM)
  • Small and medium-sized enterprises (SMEs)
  • Small and medium-sized hotels (SMHs)


Dive into the research topics of 'Not a single path to success: alternative HRM configurations for well-performing small and medium-sized hotels'. Together they form a unique fingerprint.

Cite this