Purpose: The paper aims to investigate the most influential social media information sources to trust in healthcare facilities. The article shows a valuable point of reference for understanding how social media becomes the casting of social capital.Design/methodology/approach: This paper has taken 660 responses from the people who used social media for healthcare information in the mid of 2020 during the pandemic. The people were approached through different social media groups. The paper conducted structural equation modelling (SEM). The result has shown that with the instigating power of social capital where people put trust in social media information during pandemics.Findings: The findings demonstrated that personal sources, government organisations and healthcare professionals are the most influential sources of social media. In order to effectively ensure the encompassing provision of COVID-19 health services, this article argues that social capital considerations establish trust between healthcare facilities seeking community to healthcare information providers.Research limitations/implications: This research has signified that social cohesion and concern for community welfare instigated people to engage in social media communication. The inherent social capital belongings influence people to trust the sources of health information from selected sources that appear on social media.Practical implications: Healthcare policymakers may utilise this intense feeling of belongingness and cohesion of social capital and use social media platforms to spread health-related information.Originality/value: The study shows social capital has the strength to entice people into healthcare-seeking behaviour. In this era, social capital is reformulated to digital social capital through social media and strongly affects people's trust.

The global supply chain (SC) has faced unprecedented disruptions fueled by the COVID-19 virus. While scholarly research has explored various dimensions to counter the epidemic and bolster the SC, the literature is still dispersed and fragmented in managing the SC toward sustainable operational performance. We strengthened the notion of the SC by extending it toward the SC viability (SCV) approach. The objective of the study is to determine the factors to propose a model for sustainable SC viability in a pandemic context. We built our theoretical model based on the viable supply chain (VSC) theory. The study assessed the hypotheses using partial least square-based structural equation modelling with data from 428 flower-producing cum trading enterprises. The research found that supply chain integration and supply risk control positively influence ensuring SCV. Besides, supply chain resilience mediates the effect of SC integration and risk control on SCV. By exploring the role of SC integration, SC resilience, and SC risk control, the study contributes to SC viability theory. Our research fills the gap in the domain of SC viability dimension. From our study, the academicians and firms can get fresh antecedents of SC viability as an emerging sustainable SC management approach.

In the global value chain, suppliers from emerging countries get involved in the upgrading of activities. This paper postulates that firms from emerging countries can reach international markets by downgrading value chain activities. We conducted a bibliometric analysis on the downgrading literature by compiling 212 publications from 2001 to 2020. To identify the most influential articles, we formulated an Importance-Performance Analysis (IPA) matrix by using the Total Citation (TC) and Average Citation Rate (ACR) of the publications. The study performed VOSviewer graphical analysis to determine the cooperation network among the key authors. The analysis identified the typologies of downgrading concepts from three levels: firm, local and global. The study also proposed the antecedents of the downgrading framework by explicating the firms’ motivation factors, facilitators and barriers of downgrading in the value chain. The findings provide directions for further research in downgrading as a supplier strategy.

This chapter is aimed at developing a conceptual framework for the internationalization process of social business (SB). The study has been conducted by reviewing the literature on social entrepreneurship, SB, and internationalization of small business. The study indicated that the internationalization decision for SB is taken by the motivation to create a social impact in the target foreign location. Based on the analyses and related literature, the entrepreneur-specific, firm-specific, and context-specific factors affecting the internationalization decision of social entrepreneurs are presented. As part of the framework, the chapter explains opportunity identification and the internationalization implementation phases for SBs. One of the key contributions of the chapter is the depiction of an internationalization framework for SB, which is an innovative addition to social entrepreneurship literature. The framework developed here could help social entrepreneurs to take decisions for scaling their businesses internationally.