Strategic Use of Social Media in Cypriot Urban Hotels: Trends, Practices, HRM Implications, and Competitive Advantages

Abstract

The increasing incorporation of social media within the global hospitality sector has revolutionised organisational
communication, marketing strategies, service provision, and Human Resource Management (HRM). In the competitive
landscape of Cypriot urban hotels catering to international tourists, business travellers, and local visitors, social media serves
as a strategic instrument that impacts guest decision-making, reputation management, and internal operating procedures.
Drawing on an interpretivist qualitative framework and informed by social media engagement theory and electronic Human
Resource Management (e-HRM) literaturethis study examines the strategic utilisation of social media in Cypriot urban
hotels.. Semi-structured interviews with HR managers, employees, and consumers were performed to reveal the interpretive
meanings, organisational routines, and contextual realities influencing digital activities. Semi-structured interviews were
conducted with 44 participants, including 8 HR managers, 16 hotel employees, and 20 hotel customers operating in urban
hotels across Cyprus. Data were analysed using thematic analysis supported by NVivo software, following the six-phase
approach proposed by Braun and Clarke (2006). Credibility and validity were ensured through triangulation across
stakeholder groups, data sources, and iterative theme refinement. The results demonstrate six interrelated themes that
highlight the growing organisational significance of social media. Social networks serve as extensions of hotel identity and
experience branding, visibly influencing guest expectations before arrival (Lund, et al., 2018). Secondly, real-time digital
responsiveness has emerged as a vital factor of service quality, with timely online interactions affecting customer happiness
and confidence (Kim and Kim, 2022). Third, the increasing organisational importance of social media has necessitated greater
involvement from HRM, including the development of digital competencies, behavioural protocols, and employee
confidence in online communication (Papademetriou et al., 2023a; Papademetriou et al., 2023b). Fourth, social media
enhances corporate branding and talent acquisition by highlighting workplace culture and employee contributions (Kilson,
2025; Azhar, et al., 2024). The study identifies governance issues, such as inadequate digital literacy, lack of codified policies,
and uneven interdepartmental cooperation (Magalhães, et al., 2022). Ultimately, planned and well-regulated social media
utilisation fosters competitive advantage by improving visibility, distinction, and consumer loyalty. The study advances
theoretical understanding of social media as a cross-functional organisational resource and provides actionable guidance for
hospitality managers seeking to enhance digital governance, workforce capability, and strategic positioning in competitive
urban markets.