Social Media (SM) is considered one of the most discussed topics in today’s business environment, mostly because of the recent developments and improvements in computer and ICT (Information and Communications Technology) technologies. However, very little is known about Social Media’s (SM) role in creating Small and Medium-sized Enterprises’ (SMEs’) financial sustainability. Drawing upon the Technology Organisational and Environmental (TOE) framework, the authors constructed a comprehensive model that examined the role of different factors in the adoption of SM by SMEs in developing countries (using Pakistan as an example). Using a questionnaire survey of 383 owners/managers of SMEs in Pakistan, the research findings determined the different factors (i.e., organisational, technological, and environmental), which can impact the adoption of SM by SMEs. In line with previous research studies, the results of structural equation modelling show that technological factors such as perceived benefits of SM, compatibility of SM, cost, and trust have a substantial effect on SMEs’ SM adoption. Similarly, both organisational factors: top management support and technological competence, are strong predictors of SM adoption in SMEs. Finally, environmental factors (i.e., competitor pressure, customer pressure, and information intensity) positively impacted SM adoption by SMEs. The effect of SM adoption on SMEs’ financial sustainability was also tested and found to be positive and significant. Several theoretical and practical implications for owners/managers and other stakeholders regarding SM’s successful implementation by SMEs are highlighted within the paper.

PurposeThe current study aimed to investigate how perceived human capital sustainability leadership (HCSL) affects work outcomes (i.e. work engagement and job satisfaction), specifically through the mediating role of knowledge sharing behaviour in the hospitality industry. Building on social exchange theory and conservation of resources theory, the authors propose that knowledge sharing behaviour is an attempt to share and expand an individual's resources, which in return motivates employees during work. Furthermore, through the mediating effect of knowledge sharing behaviour, the authors attempt to provide empirical evidence for organisational actions and employees’ reciprocating actions, therefore, triggering positive contribution.Design/methodology/approachThe authors methodologically employed structure equation modelling for the analysis which includes reflective–formative higher-order construct (HOC) (i.e. HCSL). The authors tested the hypotheses with partial least square structure equation modelling (PLS-SEM) from a sample of 382 hotel employees who were selected through purposive sampling.FindingsThis study’s findings suggest that the employee engagement and job satisfaction regresses on HCSL and knowledge sharing behaviour. The study’s analysis also suggests that the relationships between the HCSL and work outcomes are mediated by knowledge sharing behaviour.Originality/valueThis study contributes to the sustainability leadership literature by looking into the integrated model of sustainable leadership from its four dimensions (i.e. sustainability leadership, ethical leadership, mindful leadership and servant leadership) and its consequences for work outcomes. Furthermore, the authors examined how knowledge sharing behaviour, being an underlining mechanism, affects these relationships, thus having implications for academia and practitioners.

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This research investigates the relationship between enterprise environmental factors (EEFs) and programme management (PgM) resources, and subsequently how PgM resources and sustainability integrate into social enterprise. With a resource-based view (RBV) concept as the theoretical starting point, a systematic literature review identified EEFs relating to PgM resources, and PgM resources relating to sustainability in private and public organisations. A mixed-method research approach was used that is founded on a sequential exploratory strategy. In the preliminary phase, meta qualitative analysis was conducted; in the second phase, 16 semi structured interviews were undertaken to customise and confirm the concepts by using thematic analysis within 4 selected case studies. In the final phase, the model was validated by a survey that returned (n = 302) completed questionnaires from around Pakistan, and the used method of analysis was PLS-SEM. These research findings highlight that PgM resources within social enterprises are highly influential and dependent on external and internal EEFs, and that PgM resources are critical to consider for social enterprise sustainability. In addition, this study highlights that PgM resources positively influence social, economic, and environmental sustainability in SEs. Furthermore, this study developed a validated novel theoretical framework.