A Theoretical Framework on the Role of Human Capital in Fostering Resilience in Tourism SMEs

Résumé

In the face of disruptions such as pandemics, climate change, and geopolitical tensions, resilience has become essential for tourism SMEs (Duchek, 2020; Linnenluecke & Griffiths, 2012). While research often focuses on structural and operational aspects, the human dimension, especially leadership and social capital, remains less explored (Burnard & Bhamra, 2011; Claridge, 2018). This article proposes a model in which transformational and transactional leadership (Bass, 1985; Avolio & Bass, 1995), along with structural, relational, and cognitive social capital (Nahapiet & Ghoshal, 1998; Coleman, 1990), act as key enablers of resilience.

Grounded in the Resource-Based View (Barney, 1991), dynamic capabilities theory (Teece, 2007), and network theory (Granovetter, 1973; Burt, 1992), the model shows how these human factors help SMEs adapt and recover (Lengnick-Hall et al., 2009). It emphasizes the interplay between leadership and social ties in sustaining continuity and renewal (McManus et al., 2008; Partelow, 2021). This framework informs future research and offers practical tools for managers navigating unstable tourism environments (Rastegar et al., 2023; Suherman et al., 2024).