Internal resources as applied to differential competitive adaptation process in strategic business sector hotels in Curitiba: comparative study of cases

O setor hoteleiro de Curitiba, na segunda metade da década de 90, em função da instalação de montadoras e da transferência de diversas empresas multinacionais para a cidade, tornou-se atrativo para as redes hoteleiras nacionais e internacionais, uma vez que ocorreu aumento significativo na demanda pelos serviços de hospedagem. Buscou-se identificar, por meio de um estudo comparativo de casos, quais são os recursos internos que se destacam como diferenciais competitivos em empresas do setor hoteleiro de Curitiba. Para a coleta de dados foram realizadas entrevistas semiestruturadas com proprietários, diretores e gerentes, em duas empresas do setor hoteleiro de Curitiba. Foi possível constatar que os recursos físicos se destacaram na mudança estratégica, sendo aplicados em revitalizações e reestruturações físicas, principalmente em dois dos hotéis. Os recursos humanos foram responsáveis pela principal mudança estratégica dos três hotéis, a personalização dos serviços. Sobressaíram-se também as modificações na estrutura organizacional, visando tornar a gestão mais eficiente.____________________________________________________________________________________ ABSTRACT: Curitiba’s hotel sector has become very attractive to both national and international hotel chains due to the settling of several car-makers in the late 90’s, once accomodation was widely on demand. Therefore organizations part of the hotel industry were inserted in a highly competitive environment in which small, medium and large traditional companies in the hotel business as well as national and international hotel chains have settled in Curitiba for the past few years are all part of. Thus this paper focus on understanding, from a multiple case study, the way strategic changes have been happening in Curitiba’s hotel businesses when it comes to internal resources, all focused on facing both national and international hotel chains. Primary data colecting was obtained through ten semi-structured interviews with owners, directors and managers from two different local companies from the hotel sector. Secondary data was collected on the internet, maganizes and newspapers. After analyzing the data it was possible to check that physical resources had a main role in the strategic change, being mostly used in service customizing and revitalization. Human resources were responsible for the main strategic change in the three hotels in the form of service customizing