Due to the widespread use of Social Media, Human Resources have heightened concerns about Employee Engagement in contemporary business. Through the theoretical lens of Social Exchange Theory (SET), this research aims to address this crucial gap in the existing literature by examining how employees’ use of Social Media affects their engagement and the extent to which employee Job Satisfaction, Perceived Organizational Support through Social Media variety, usage of Social Media, and Organizational Culture. A quantitative research method was employed by collecting a sample of 208 respondents of full-time employees. The analysis of empirical data reveals a correlation between the use of Social Media and the mediating factors of Organizational Culture (OC), Job Satisfaction (JS), and Perceived Organizational Support (POS), both of which have a significant positive impact on Employee Engagement (EE). For academics and practitioners, this research contributes to the growing body of knowledge and evidence-based research in Human Resources Management and social technology, particularly Employee Engagement and SM. This article lies in the fact that it is one of the few studies to empirically examine SM’s use and EE concerning new untested factors such as organizational culture, Job Satisfaction, and Perceived Organizational Support. The tested theoretical model was revised based on the empirical evidence.

The study identifies how subordinates of a multinational organization in Saudi Arabia perceive ambidextrous leadership’s explorative and exploitative factors. A qualitative design was adopted for the study. Data was collected from the employees’ comments about the leaders in a large multinational conglomorate’s organizational Electronic Social Networking (ESN) platform. The comments so collected were analyzed using Thematic Analysis (TA) to address the research objectives. The study results indicate that the leaders exhibited exploration, exploitation, and temporal flexibility styles signifying ambidextrous leadership. Ambidexterity is an aspect that is receiving increased research attention. Despite its widespread use in management science, ambidextrous leadership (AL), and individual level ambidexterity got initiated only in the current decade. The current study extends the literature about AL.

This article enriches current debates about multisided digital platforms focusing on the domain of resilience in the light of microfoundations perspective. Three processes of resilience—anchoring, objectification, and legitimization—are proposed to explain structural and behavioral dimensions of resilience for multisided digital platforms. Three levels are identified: 1) dyadic, 2) organizational, and 3) social/policy trough which platforms’ features are explained and the dynamics of resilience within the platform as the result of three microfoundations are decoded. Conceptualization herein can be useful both for strategizing around the platform and for defining policy actions for managing the (un)intended consequences of platform dynamics.

Employer of choice (EOC) is a relatively new phenomenon, particularly in Human Resources Management. Existing employees and prospective talent have reasons and expectations to designate an employer as an EOC. While EOC has received extensive attention from both academics and practitioners over the past few years, the work has mostly focused on managerial and marketing perspectives, and thus far lacks a strong theoretical foundation. Drawing on Social Exchange Theory (SET), based on Human Resources and employees’ perceptions and experiences, this research aims to explore and investigate the factors that constitute/designate an employer as an Employer of Choice EOC. Two qualitative triangulated data sets were collected from existing full-time employees at a Saudi multinational corporation: open interviews and document analysis (cross-sectional and longitudinal). Thematic analysis (TA) was employed to analyze both methods. The findings reveal that company image, training, and development, satisfaction, involvement and commitment, fairness, work culture, reward, opportunities for growth, teamwork, motivation, and corporate social responsibility are the factors that lead employees to designate an employer as an EOC. This research contributes to knowledge conceptually, theoretically, and empirically, mainly in the area of Human Resources Management. This research represents one of the first studies to empirically identify and investigate employee-related factors and evaluate them all together in a multinational Saudi organization. Recognizing the findings of this empirical-based research assists HR managers in designating their organizations as an EOC for current employees and prospective talents.

Human Resources Blog is a widespread technological system adopted by organizations for employees to use in the workplace. Nevertheless, there is a lack of empirical research exploring the role and influence of leadership on employees in HR Blog, and thus far lacks a strong theoretical foundation. Through the theoretical lens of Social Exchange Theory (SET), this research aims to explore and investigate leadership's role in HR Blog and determine the impact on employees' use of HR Blog. Two mixed methods data were collected which are 23 semi-structured interviews and 143 computerized first-hand typewritten comments (content analysis). The finding reveals that leaders' roles in HR Blog significantly affect employees' use of HR Blog. This research made several contributions; theoretical, methodological (two mixed methods), empirical, and practical implications.

One of the most controversial HRM topics that have received extensive attention from academics and practitioners communities over the past two decades is flexible working hours (FWH) and its impact on productivity. Nevertheless, the work is focused almost exclusively on business and organizational aspects neglecting the employees’ and social perspectives, and thus far lacks a strong theoretical foundation, particularly social theory. Therefore, unlike other work, the present study focuses heavily on the employees’ perspective based on a social theory; namely: social exchange theory (SET). This study aims to explore and evaluate the antecedents for requesting FWH, mainly: employee and social-related factors, which affect their productivity. SET was found valuable to serve the aim of the research because it magnifies the importance of the employee as a partner who is in reciprocal social relations. Two mixed triangulated sets of qualitative data were collected, namely: semi-structured interviews and document analysis (cross-sectional and longitudinal). Thirty-two interviews were conducted with employees and with management. Document analysis is a novel source of data that was extracted from the company’s internal technological platform and contains employees’ first-hand computerized typewritten comments about FWH. The analysis of the findings reveals that the most significant factors found affecting employees’ decision to demand FWH for productivity are midday breaks, traffic/transportation, schooling, and social life. Moreover, the findings suggest that HR practitioners need to recognize employees’ social factors before applying FWH practice. This present research makes an original and important contribution to HRM scholarship and reflects theoretical rigor (social exchange theory), methodological (mixed triangulation methods), empirical, and practical. For example, theoretical contributions regarding SET’s reciprocity “black box” were highlighted. Moreover, the implication of the findings assists HR, in particular in Saudi organizations, to ensure the FWH contributes to overcoming these identified employees’ related antecedents.