88

The literature highlights the key influence of the owner-manager of small and medium-sized enterprises (SMEs) in terms of HRM, especially when the company is set on an innovation strategy, be it process-, product-, or organization-oriented. Yet, the state of the art in innovation management also shows that when an innovation develops in an organization it is not the product of just one actor, but rather the outcome of a more global and systemic change. The owner-manager undoubtedly has a key role, but, beyond their own convictions and actions, how do HR practices evolve when the SME undertakes an innovation strategy? We use a dual analytical framework to study the transformation of an SME and its HR practices over time. Our findings offer a more nuanced perspective and contribute to knowledge on HRM for innovation in SMEs.