Abstract

The increasing incorporation of social media within the global hospitality sector has revolutionised organisationalcommunication, marketing strategies, service provision, and Human Resource Management (HRM). In the competitivelandscape of Cypriot urban hotels catering to international tourists, business travellers, and local visitors, social media servesas 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 HumanResource Management (e-HRM) literaturethis study examines the strategic utilisation of social media in Cypriot urbanhotels.. Semi-structured interviews with HR managers, employees, and consumers were performed to reveal the interpretivemeanings, organisational routines, and contextual realities influencing digital activities. Semi-structured interviews wereconducted with 44 participants, including 8 HR managers, 16 hotel employees, and 20 hotel customers operating in urbanhotels across Cyprus. Data were analysed using thematic analysis supported by NVivo software, following the six-phaseapproach proposed by Braun and Clarke (2006). Credibility and validity were ensured through triangulation acrossstakeholder groups, data sources, and iterative theme refinement. The results demonstrate six interrelated themes thathighlight the growing organisational significance of social media. Social networks serve as extensions of hotel identity andexperience branding, visibly influencing guest expectations before arrival (Lund, et al., 2018). Secondly, real-time digitalresponsiveness has emerged as a vital factor of service quality, with timely online interactions affecting customer happinessand confidence (Kim and Kim, 2022). Third, the increasing organisational importance of social media has necessitated greaterinvolvement from HRM, including the development of digital competencies, behavioural protocols, and employeeconfidence in online communication (Papademetriou et al., 2023a; Papademetriou et al., 2023b). Fourth, social mediaenhances 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 mediautilisation fosters competitive advantage by improving visibility, distinction, and consumer loyalty. The study advancestheoretical understanding of social media as a cross-functional organisational resource and provides actionable guidance forhospitality managers seeking to enhance digital governance, workforce capability, and strategic positioning in competitiveurban markets.