Talent development through intrapreneurship: a human-capital approach in French SMEs

Purpose The purpose of this study is to investigate talent development (TD) through the lens of intrapreneurship within small and medium-sized enterprises (SMEs) in the French context. Grounded in the human capital theory, the authors aim to identify challenges, competencies and the role of actors involved in the process of TD. This approach would provide a clearer and more nuanced understanding of how SMEs implement and manage TD while identifying the key competencies associated with these practices. Design/methodology/approach This study adopts a qualitative methodology, drawing insights from 22 semi-structured interviews conducted with HR managers, talent managers and CEOs across 15 SMEs operating in diverse sectors in France. The data is rigorously analyzed using thematic analysis, enabling the identification of key themes and patterns that emerged organically from the participants’ perspectives. Findings The study results identify three critical approaches for successful TD in SMEs, consistent with the principles of human capital theory. First, SMEs embrace an inclusive approach to TD where all employees are considered for development opportunities, rather than focusing solely on high-potential individuals. Second, SMEs broaden the tripartite competency framework to equip talent with intrapreneurial competencies – cognitive, functional and behavioral – critical for innovation, from idea generation to implementation phases of the intrapreneurial project. Third, SMEs not only emphasize the critical role of line managers in driving TD, but also actively delegate key responsibilities traditionally managed by HR departments or CEOs, positioning line managers as pivotal agents in embedding TD practices into daily operations. This enables line managers to cultivate a culture of intrapreneurship while aligning talent management efforts with the strategic growth objectives of SMEs. Practical implications SMEs should adopt inclusive TD strategies, offering growth opportunities to all employees to foster innovation and adaptability. A structured competency framework, rooted in the French tripartite model – savoir, savoir-faire and savoir-être – equips employees with the cognitive, functional and behavioral skills essential for developing intrapreneurial capabilities. SMEs should implement balanced compensation systems that recognize both individual and team contributions, when line managers with HR responsibilities must ensure that talent needs are identified and aligned with organizational goals through empowerment. To support this, SMEs should provide targeted training and structured resources for managers, enhancing their effectiveness in promoting TD through intrapreneurship. Originality/value This study is among the few that specifically investigate TD through the lens of intrapreneurship in French SMEs, illustrating how organic structures and the delegation of TD responsibilities to line managers can enhance a tripartite competency model. By comparing this model to other international frameworks, the research brings nuanced insights into a more holistic, context-sensitive approach that fosters both collective intelligence and strategic alignment in talent management.