Social CRM Strategies: A Key Driver of Strategic Information Exchange Capabilities and Relationship Quality

Abstract

This study aims to examine the influence of social customer relationship management (CRM) on relationship quality (RQ); the role of strategic information exchange capabilities (SIECs) as a mediator on the relationship between dimensions of social CRM and RQ was also investigated. A self-structured questionnaire survey was conducted on the subordinates working at various family-style restaurants in Egypt. Following a simple random sampling procedure, 466 valid responses were used for data analysis. The findings reveal that three dimensions of social CRM, namely customer service quality (CSQ), integrated marketing channels (IMCs), and online communities (OCs), have statistically significant effects on RQ. Moreover, SIECs mediate the relationship between CS/IMCs/OCs and RQ. The other two dimensions, rewards (RDs) and value-added services (VSs), do not directly or indirectly affect RQ. This study opens new avenues in the existing literature by identifying the most relevant factors affecting RQ in the context of Egyptian restaurants. This study can enable policymakers and restaurant owners to formulate social CRM strategies and achieve customer satisfaction properly. This study explores the mediation mechanism of SIECs on the relationship between dimensions of social CRM and RQ.

1. Introduction

In the competitive business landscape, CRM and its conceptualization have attained much attraction for entangling employees into an organization under the shadow of increasing the trustworthiness and loyalty of customers for a more extended period (Al-Azzam & Khasawneh, 2017 [1]). This engaging behavior using social media to gain these two virtues permits one to focus on the strategies and increase interaction by holding them in a new tie with other customers (Rodriguez and Trainor, 2016 [2]). Hence, social CRM is a faster way to express one’s feelings about services or products with pages, blogs, forms, or podcasts in a much quicker, faster, or easier way (Greenberg, 2010 [3]). These connotations can be plausible in giving importance to the potential role of data analytics, revisiting historical evidence, and confirming the belief of long-lasting customers in hospitality by emphasizing boosting customer retention and approving financial and non-financial outcomes such as revenues and reputation (Bagó & Voros, 2011 [4]). In recent years, there has been robustness in applying social CRM strategies for the hospitality business, particularly in the restaurant business. These digital and social media-grounded techniques comprise fetching with customers, upholding connections, and increasing service delivery for business difficulties, a modern concept rather than a traditional method. Interactions between organizations and valued consumers foster loyalty and commitment (Lee et al., 2014 [5]) and encompass various business activities. The concept of RQ is divided into multiple constructs. Some authors refer to it as tangible or intangible, while others add quality attributes (Ryu and Lee, 2017 [6]; Kim and Ko, 2012 [7]). RQ determines the extent to which a relationship meets the wants and needs of the consumer (Roy et al., 2023 [8]). It arises when the persons involved perceive their relationship as worthwhile and mutually advantageous. It requires developing trust, dedication, and a feeling of shared goals. Successful relationship marketing extends beyond immediate transactions and builds lasting connections that benefit an organization and its partners (Roy et al., 2023 [8]; Dlačić et al., 2018 [9]).

The best place to study the efficacy and execution of social CRM methods in the restaurant sector is Cairo, a culturally rich and active city. Cairo restaurants have jumped on the bandwagon when using social media for marketing, consumer interaction, and communication (Dewnarain et al., 2019 [10]). Understanding the effects of social CRM approaches on the RQ built through the exchange of strategic information between restaurants and their customers is extremely important in the hospitality industry, both academically and practically (Kaguma & Bo, 2023 [11]).

From time immemorial, practices under CRM strategies have delved into constructing bases and sustaining solid relationships with newer to older customers by using their channels in direct pathways. These include messaging or texting, phone calls, mailing, or direct personal interactions. Due to technological advantages, these ways are now being converted into newer ways (Berestetska et al., 2023 [12]). Customers are becoming increasingly modernized as they are habituated to express their perceptions or suggestions through social networking sites such as Facebook, WhatsApp, or Yelp, and TripAdvisor-like review sites, assimilating numerous channels in the purchase-making journey (Puspitasari & Aruan, 2023 [13]). Organizations may conduct such assessments to generate new ideas with customers and obtain feedback using social networking technologies (Lamrhari et al., 2023 [14]). These platforms allow businesses to interact with customers more personally, reply to inquiries and feedback on time, and tailor marketing messages and offers to specific customer segments (Dewnarain et al., 2019 [10]). In addition, social CRM allows businesses to gather appreciated data and insights about their customers’ likes, behaviors, and thoughts through social listening and analytics tools (Duman, 2023 [15]).

Information systems buttress these capabilities to permit moving work uniformly by sharing information using electronic tools. This overall function and deliveries are conducted by balancing a network of diverse providers and organizations (Vest et al., 2022 [16]). SIECs refer to the capability of organizations to share information with their associates while maintaining a scheduled and active way to ensure such strategic or common goals. It is a serious instrument for attaining successful supply chain management to foster invention and performance within the hospitality industry. By sharing critical information such as inventory issues, price, demand forecasts, and customer feedback, hotels can optimize their supply chain operations by minimizing costs and enhancing service delivery (Tajeddini et al., 2024 [17]). Relationship marketing relies on the increasing number of lasting customer–brand bonds that indirectly enable an organization to generate a sustainable competitive advantage. However, customer engagement has expanded to draw very little attention in the hospitality sector, and additional research is required on the antecedents of customer engagement to give insight or foresee the practitioners. Social CRM strategies empower the chances to do business and sustain in a relevant and competitive digital age by meeting customers where they are and engaging with them in the channels they prefer.

Moreover, they provide opportunities for businesses to showcase their brand personality, products, or services and create memorable customer experiences, increasing customer satisfaction, loyalty, and advocacy. Effective CRM strategies for businesses in the service industry, such as restaurants, are dynamic for nurturing customer relationships and pleasing the eye on overall performance. Cairo’s family-style restaurant (FSR) scene signifies a captivating context for exploring the influence of social CRM strategies on countless aspects of restaurant operations, including SIECs and RQ.

This study contributes to the current literature by examining these interrelationships to highlight how social CRM may improve and foster superb patron interactions. Restaurants in Cairo and other locations may additionally use this study’s realistic steering to bolster their social CRM approach, allowing them to broaden higher customer relationships, obtain a competitive benefit in the digital marketplace, and maintain it. SIECs may be applicable as a foundation of competitive advantage through improving competencies, widening the convenience of sharing information for decision-makers, and fostering boundary-spanning interrelationships (Vest et al., 2022 [18]).

Previous studies did not adequately address the multi-dimensional aspects of CRM or social CRM, but they tested the single effect of CRM as a construct (Santouridis & Veraki, 2017 [19]; Kaguma & Bo, 2023 [11]). Some studies investigated social CRM from multi-dimensional aspects (Ibrahim et al., 2021 [20]; Malki et al., 2023 [21]). Hence, more insights into the role of each social CRM sub-dimension towards SIECs and RQ are necessary. Therefore, this study aims to unveil the influence of social CRM policies on RQ at FSRs located in Egypt. Furthermore, the role of SIECs as a mediator in the investigated relationships may enhance our understanding of the proposed model.

2. Literature Review

2.1. Social CRM Strategies

Social CRM strategies leverage digital technologies and social media platforms to engage customers, gain insights, and tailor marketing efforts (Harrigan et al., 2020 [22]). Social media has transformed business operations, including marketing, operations, finance, and HR management (Aral et al., 2013 [23]). It has also converted how organizations collect and analyze consumer data to offer customized products or services based on customer needs. Social media refers to internet apps, products, and platforms that enable content sharing, consumption, and social interaction. According to Kim and Ko (2012) [7], popular social media platforms include Facebook, Instagram, Twitter, LinkedIn, YouTube, Snapchat, and Google, as well as user-generated content websites like blogs, wikis, articles, photo and video sharing, and social bookmarking (Dewnarain et al., 2019 [10]). Social CRM upsurges the available data to applicable CRM-based software (i.e., SEM with Amos v 22) and provides vendors with a new channel for connecting with consumers more efficiently (Greenberg, 2010 [3]). When these channels are merged with numerous online rating-based sites, consumers can browse reviews in text or video format. Businesses here and now have an incredible opportunity to engage intensely and closely with their potential, regular, or even new consumers compared to traditional or previous generations (Ibrahim et al., 2021 [20]; Woodcock et al., 2011 [24]). Numerous scholars investigated social CRM in different dimensions, such as emails and automated responses, FAQs, calling centers, customers’ service centers, customers’ automated feedback, and companies’ social media sites (Alshurideh, 2023 [25]). Malki et al. (2023) [21] conducted a study on the influence of social CRM on customer loyalty through the mediating mechanism of customer satisfaction. They have identified two dimensions of social CRM: traditional CRM and digital technology such as social media. Based on Ibrahim et al. (2021) [20], this study divided social CRM into five constructs: CSQ, IMCs, OCs, RDs, and VSs. CSQ means the level of service executed by any company or organization for customers. In other words, it is also known as the overall excellence and satisfaction achieved by customers and their overall experience when cooperating with a business or receiving services. Studies by Afaq et al. (2023) [26] showed that social CRM significantly enhances customer service and loyalty. It encompasses various aspects such as responsiveness, trustworthiness, empathy, assurance, and tangibles, as identified in the SERVQUAL model developed by several studies (Parasuraman et al., 1985 [27]; Arasli et al., 2005 [28]). SERVQUAL uncovers a discrepancy between consumers’ expectations of service quality and the assessment of the provider’s actual performance. Quality delivering a high level of customer service in hospitality or restaurants is now playing a significant role in the hospitality industry as it straightforwardly influences customer satisfaction, loyalty, and positive word of mouth or EWOM. Extraordinary service subsidizes an outstanding guest experience (Parasuraman et al., 1985 [27]). Moreover, brand loyalty and image also increase with a high level of service quality (Yum & Yoo, 2023 [29]).

Secondly, IMCs are a strategic way of employing different forms and shapes of media to promote and sustain a brand, product, or service cohesively and reliably. IMCs aim to bring into line the main brand message that is deliverable through marketing channels and generate a unified experience for consumers to interact with an enterprise. Most existing IMC studies have conventionally occupied a supply-side approach, converging on the organization’s communication efforts. Only a few studies in the tourism and hospitality sector have adopted this perspective, with most studies approaching IMCs from a consumer-oriented standpoint. Notably, Šerić and Gil-Saura (2011) [30] directed a research survey among hotel managers in Dalmatia, Croatia, opening the way for IMC research within the hospitality industry. They observed a critical relationship between the application of information and communication technologies and the hotel category. Šerić and colleagues (Šerić et al., 2013, 2014 [31,32]) have occupied a customer perspective in following research, contributing significantly to the development of a more solid body of knowledge on the application and performance of IMCs in the hospitality industry (Porcu et al., 2019 [33]; Šerić and Gil-Saura, 2011 [30]).

Thirdly, OCs deal with a group of people interacting with each other basically via the Internet, sharing common interests, values, or goals (Lee et al., 2003 [34]). Research evidence proposes that OCs, such as Facebook and Twitter, have the potential to generate crucial support for individuals having a dearth of assistance beyond out-of-date or official channels (Cheng et al., 2020 [35]; Gonzalez et al., 2023 [36]). In addition, these platforms provide a “safe environment” allowing users to collaborate on subtle and hypothetically stigmatizing topics. This safe assistance helps reduce feelings of isolation and uncertainty among individuals, providing them with a place to share experiences and information (Cheng et al., 2020 [35]).

Fourthly, RDs in a business means incentives or benefits offered to individuals or customers based on their movements, loyalty, or contribution to a program. These encouragements can take numerous forms, such as rebates, points, cashback, gifts, or fashionable access to special promotions. Choi et al. (2017) [37] stated that rewarding various staff members may improve their engagement in completing assigned duties. In the opinion of Carter (2019) [38], rewarding minority employees could enhance organizational performance by increasing their participation in attaining goals (Khassawneh and Mohammad, 2022 [39]). Fifthly and finally, VSs are supplementary features or profits beyond the core product or service offering (Zeithaml et al., 2003 [40]). These facilities augment the overall customer experience and underwrite the perceived value of the offering. VSs include complimentary training, extended contracts, custom-made support, or any extra service that discourses specific customer needs and favorites. Providing VSs can be a modest advantage, distinguishing a business from its participants and contributing to customer satisfaction and loyalty. Suppose VSs (such as complimentary breakfast, spa services, or shuttle facilities) are correctly delivered in hospitality. In that case, the organization sets a hotel apart and makes provisions for overall guest satisfaction. These supplementary offerings augment the perceived value of the stay (Zeithaml et al., 2003 [40]). VSs strengthen customer involvement when hospitality firms provide additional services beyond fundamental expectations, creating opportunities for interactions and feedback (Chathoth et al., 2013 [41]).

2.2. Strategic Information Exchange Capabilities (SIECs)

SIECs are qualities that trace the ability to collect, assess, and communicate relevant data to improve performance and decision-making. Using customer data and insights obtained through social CRM approaches to influence operational decisions, enhance the quality of service, and customize products is an example of SIECs in the restaurant business. According to Rodriguez and Peterson (2012) [42], social CRM can help identify new markets and trends, facilitating market entry and development. As people rely more on social media to connect with friends and peers, businesses can benefit from the wealth of information generated by these interactions. Customers in these networks demand similar levels of involvement with their corporate counterparts (Trainor, 2012) [43]. Businesses are introducing new strategies to capture information, increasing interaction kinds and categories (Trainor, 2012) [43]. CRM in social media can improve corporate performance by increasing consumer involvement, interactions, and information exchange. A restaurant’s ability to respond to changing consumer tastes, anticipate market movements, and remain competitive depends on its capability for strategic information exchange. Scholars have highlighted the essence of information exchange capabilities in attaining organizational goals (Tajeddini et al., 2024 [17]; Barua et al., 1997 [44]). These capability-related qualities are indispensable for organizations to achieve their strategic objectives by simplifying effective communication, partnership, and decision-making by sharing information among diverse providers and organizations. However, the interaction between social CRM techniques and the acquisition of strategic sharing of information skills in the restaurant industry remains undiscovered.

In the hospitality sector, effective SIECs play a fundamental role in enlarging operational efficiency and customer satisfaction and thus attaining business performance in the long run. The ability to exchange timely and relevant information within the organization or with external investors is essential for acclimating to fluctuating market dynamics and delivering exceptional guest experiences. Effective interaction and data sharing across various departments inside a hotel, such as the front desk, cleaning, and catering, help ensure uninterrupted operations. These activities can result in shorter response times, increased service delivery, and higher overall visitor satisfaction. (Zhang et al., 2022) [45].

2.3. Relationship Quality (RQ)

Strength, contentment, and mutual trust are the characteristics of a high-quality connection between a firm and its customers. RQ’s perceived value and service quality all impact the restaurant’s RQ. In the hospitality and tourism industry, RQ between providers and tourists is important for consumer engagement, hotels’ competitive advantage, and additional roles, including customer citizenship behavior (Shafiee et al., 2020) [46]. This benefits both the company and its customers. According to Mollen and Wilson (2010) [47], consultancy signifies a customer’s commitment to a product through frequent communication and open, rational, or physical involvement. Many studies define engagement as actively contributing to a digital platform. Facebook brand pages and related postings typically attract engaged customers. Customers engage with brands through both fan pages and brand pages. To quantify customers’ engagement through interactive content, divide total communication (likes, comments, and shares) by total followers. Restaurants wishing to create long-term connections with their consumers while profitable must first understand what aspects influence RQ. Relationship characteristics, such as improved performance and RQ, are important in accomplishing organizational goals. The significant dimensions of RQ identified in the literature are trust, adaptation, communication, and cooperation. These dimensions are critical for developing SIECs, encompassing a collaborative environment that enables sharing of information and realizing communal goals (Fynes et al., 2008) [48]. This study will perceive trust and satisfaction under RQ in line with other studies (Grégoire and Fisher, 2006; Fynes et al., 2008) [48,49].

Regarding RQ, satisfaction is crucial, specifically in the restaurant business. Satisfaction is the visitors’ observation of whether their requirements, goals, and desires have been fulfilled in a restaurant or other business. Various factors, including staff performance, personalization, and hotel atmosphere, influence it. Higher satisfaction levels provide positive consequences, such as augmented customer loyalty, recurrent visits, and promising word-of-mouth promotion (Sanchez-Franco et al., 2019) [50]. In a recent study, scholars observed a significant relationship between the quality of the customer–firm relationship and the likelihood of customer reprisal (Grégoire and Fisher, 2006) [49]. It proposes that customers who perceive a high-quality relationship with a firm are less likely to be engrossed in retaliatory behaviors when faced with a service failure. In contrast, customers with lower perceived RQ are more prone to hit back. Satisfied customers are more merciful in response to occasional service gaps and probably direct their concerns directly to the business rather than resorting to negative online reviews or social media, thus conserving the overall RQ.

Trust or commitment is also crucial for building long-term relationships in dealing with any business alongside satisfaction (Dlačić et al., 2018 [9]). Narteh et al. (2013) [51] found that trust enhances loyalty and RQ, which results in higher customer lifetime value metrics (Dlačić et al., 2018 [9]). When customers trust a hospitality worker, they feel secure in their selections and are likelier to have affirmative expectations about the service experience. This trust also acts as a catalyst in fostering long-term relationships between customers and businesses in the hospitality sector. A basis of trust encourages replication business and loyalty, as customers are likelier to choose a provider they trust for future stays (Morgan and Hunt, 1994 [52]). According to Cheng et al. (2012) [53], high-RQ consumers are likelier to complain, though new clients with low RQ do not need any relationship maintenance (Meyer-Waarden and Sabadie, 2023) [54].

2.4. Hypothesis Development

This study will use a hypothesis-based analysis where SIECs will work as a single mediator and social CRM strategies are an explanatory variable. Social CRM will be involved and derived under five components, whereas RQ is entangled with two pillars, namely satisfaction and trust, in the context of Cairo restaurants. The overall process is highlighted in Figure 1.

2.4.1. Social CRM Strategies and RQ

Marketers should turn down tempting short-term options and stick with their current partners. They should also be willing to do possibly risky things because they trust their partners not to take advantage of the situation. On the other hand, Lee and Kim (1999) [55] look at five things that make a relationship suitable: commitment, trust, business understanding, sharing benefits and risks, and disagreement. Four things are used to judge the quality of a relationship: trust, commitment, happiness, and emotional conflict. There is more trust, ease of use, happiness, and loyalty because of the Internet. Research on RQ in the hospitality sector exhibited the importance of strategic information-sharing skills as one of the elementary markers of a hotel’s effectiveness in outperforming others (Sanchez-Franco et al., 2019 [50]; Dlačić et al., 2018 [9]). Effective information exchange capabilities maintain a timely issue of resolution. When there is a seamless flow of information between customers and the provider in the hospitality industry, service issues can be detected punctually, leading to augmented satisfaction and strengthening positive RQ. These capability-relevant qualities permit hospitality businesses to stay tuned to shifting customer preferences and analyze market trends. The ability to adapt offerings based on this information contributes to a positive customer experience and higher satisfaction levels in the interior of the relationship (Armutcu et al., 2023) [56]. SIECs simplify transparency and open communication between the hospitality business and customers. The aptitude to share pertinent information builds trust by representing honesty and a commitment to keeping customers informed (Gretzel et al., 2015) [57].

Social CRM strategies seek to personalize client communication based on their preferences and previous interactions. SIECs allow firms to access and combine client data from various sources, such as social media profiles, purchase history, and demographic information. This data connection enables organizations to construct personalized marketing campaigns, recommend appropriate items, and send bespoke content to specific customers, increasing engagement and sales. We think a buyer’s desire to share information grows at the same rate as a seller shares information about goods. The information that a salesperson and a customer share is very important. According to Jayachandran et al. (2005) [58], information access makes consumer information accessible and timely for front-line staff and strategic marketing decision-makers. The procedure can be complex depending on the ownership of data and modeling tools. IT teams typically perform consumer data analytics, which has advantages like speed and complexity but also risks losing customer focus and data access (Bijmolt et al., 2010) [59]. Bijmolt et al. (2010) [59] report that customers increasingly seek immediate access to their own and more extensive customer contact data. High-quality customer service raises effective communication between staff and customers. This positive collaboration can extend to internal communication within the hospitality organization, promoting information exchange capabilities (Ali et al., 2021) [60]. Customer service communications deliver appreciated feedback on customer preferences, expectations, and concerns. There is also a growing attraction to assimilating rich customer insights. Utilizing these insights in internal communication channels supports strategic decision-making, as information about customer preferences and requirements is exchanged and combined into business strategies (Su and Wang, 2007) [61]. Based on the above discussion, the following hypothesis has been formulated:

H1. 

CSQ has a positive significant impact on RQ.

IMCs are pivotal in enlarging SIECs in the hospitality industry. When marketing channels work harmoniously, they simplify the work environment more precisely and consistently through communicating, collaborating, and making decisions among stakeholders (Tajeddini et al., 2024 [17]). IMCs help support consistent messaging across channels, ensuring that their core values and unique sales propositions are presented to potential clients and confirming that information shared internally and externally and the marketing strategy are consistent. These meetings increase accuracy and understanding within the organization and contribute to a more effective exchange of information. This allows data to be collected from multiple sources, such as online platforms, social media, and traditional marketing channels. These data types can be used for strategic decision-making and information exchange within restaurants (Armutcu et al., 2023) [56]. Based on the above discussion, the following hypothesis has been formulated:

H2. 

IMCs have a positive significant impact on RQ.

OCs offer a stage for site visitors to percentage actual-time comments and evaluations. This instantaneous and direct verbal exchange channel allows hospitality groups to ruck insights into visitor stories, alternatives, and concerns, facilitating strategic decision-making. These services are hubs for discussing market trends, emerging preferences, and competitor strategies. Monitoring these discussions gives hospitality businesses appreciated market intelligence, enlarging their SIECs and keeping them competitive (Xiang & Gretzel, 2010) [62]. In addition, these services permit hotels to accommodate personalized services to customers based on their preferences and feedback, increasing customer satisfaction and loyalty (Ibrahim et al., 2021 [20]). Based on the above discussion, the following hypothesis has been formulated:

H3. 

OCs have a positive significant impact on RQ.

RDs and recognition programs in the hospitality sector can encourage employees to enthusiastically contribute to sharing information. When employees are incentivized through RDs to share relevant information, it can assist in a culture of openness and collaboration, widening SIECs. When teams are encouraged to share knowledge and collaborate, strategic decision-making and the overall performance of organizations are enhanced (Kaplan & Haenlein, 2010) [63]. Moreover, RDs may also be employed to motivate the exchange of best practices and new ideas, leading to enhanced performance and innovation across hotel supply chains (Tajeddini et al., 2024 [17]). Based on the above discussion, the following hypothesis has been formulated:

H4. 

RDs have a positive significant impact on RQ.

VSs bolster information sharing. When hospitality businesses offer extra services beyond basic expectations, it opens opportunities for interaction and feedback. Departments in hospitality organizations must exchange information about the implementation, performance, and customer feedback regarding these services. This communication provisions strategic decision-making for service improvement (Chathoth et al., 2013 [41]). Smith (1998) [64] mentioned that you can determine a relationship’s quality by looking at past interactions and judging how well they met both parties’ wants and expectations. Crosby et al. (1990) [18] say that the construct comprises trust and pleasure. Trust is critical in relationships because it lets them know that their partner will act in a predictable and required way, improving their chances of obtaining what they want. Morgan and Hunt (1994) [52] concluded that commitment and trust are essential to a good partnership. Based on the above discussion, the following hypothesis has been formulated:

H5. 

VSs have a positive significant impact on RQ.

2.4.2. SIECs as a Mediator

Social CRM strategies are a central hub for acquiring, archiving, and organizing customer data from many sources, such as social media, emails, and conversations. To ensure that businesses have a unified perspective of their clients, SIECs provide seamless data integration. The integrated data serve as a bridge, illuminating consumer preferences, habits, and needs for improved product and service development and advertising targeting (Dewnarain et al., 2021 [65]).

Social CRM strategies enable cross-functional collaboration within organizations by allowing various departments, such as sales, marketing, and customer service, to access and exchange customer information. Teams may work more efficiently in response to consumer requests, problem-solving, and personalized experience delivery thanks to SIECs providing real-time data sharing. This cooperative method serves as a bridge, allowing silos to be broken down and business resources to be refocused on shared customer-centric goals. As social media technology improves connections, industry practitioners seek innovative ways to meet customer expectations (Maecker et al., 2016 [66]; Pappu & Quester, 2016 [67]). Social media can enhance client satisfaction and involvement, helping organizations fulfill marketing concepts like market orientation and relationship marketing. Research (Potra et al., 2016 [68]; Ramkissoon & Mavondo, 2015 [69]) suggests that devotion to a brand extends beyond mere purchasing. We established a seven-stage consumer engagement cycle with the following components: connection, interaction, satisfaction, retention, commitment, advocacy, and engagement. Customers pass through different stages based on the product or service and brand familiarity. In the context of hotel supply chains, SIECs mediate the relationship between resource orchestration, digital orientation, innovation, and the overall performance of the supply chains (Ylijoki et al., 2018) [70]. Digital orientation infers the organization’s readiness and focuses on applying digital technologies for working and strategic purposes. SIECs act as mediators that work to ensure the efficiency of resource orchestration and digital alignment in influencing innovation, and performance is contingent on the organization’s ability to exchange information strategically (Potra et al., 2016) [68].

The capacity to manage communication across several channels, such as social media, email, and phone, is an essential feature of CRM systems, facilitating client engagement and interaction. Organizations that capture and analyze real-time consumer interactions may respond swiftly to inquiries, provide tailored advice, and successfully cultivate relationships (Randhawa, 2023) [71]. CRM strategies serve as a bridge between businesses and their customers, thereby improving the overall customer experience. In summary, social CRM and SIECs have the property of connecting companies with their customers, facilitating communication, collaboration, networking, and insight development. Businesses can win in today’s competitive market by leveraging these capabilities to improve connections, increase customer satisfaction, and achieve long-term growth. So, the following hypotheses are proposed:

H6a. 

SIECs mediate the relationship between CSQ and RQ.

H6b. 

SIECs mediate the relationship between IMCs and RQ.

H6c. 

SIECs mediate the relationship between OCs and RQ.

H6d. 

SIECs mediate the relationship between RDs and RQ.

H6e. 

SIECs mediate the relationship between VSs and RQ.

3. Methodology

3.1. Sampling and Procedure

Data were gathered from subordinates working at FSRs in Egypt, specifically in Greater Cairo. Since 40% of Egyptians live in Greater Cairo, it was selected (Khairy et al., 2023) [72] as home to many of the country’s residents and popular tourist attractions (Khan et al., 2023) [73]. The researchers used a simple random sampling approach and communicated with 57 restaurant managers via messaging apps to include their employees in the online survey. The managers added the researchers to WhatsApp groups to facilitate the data collection process, and all respondents confirmed their voluntary participation before being included in this study.

3.2. Content Validity

A back translation was carried out for all items in the Arabic text from the original English text to ensure consistency between the Arabic and English versions of the workplace gossip pattern scale. This process involved emailing the translated and original texts to five HRM professors. They were asked to assess the level of compatibility between the Arabic and English texts. The professors confirmed that the content of both texts was in agreement without altering the intended meaning of each construct item. However, they suggested reducing the length of some statements due to an urgent need to keep the translated questionnaire concise. As a result, their feedback was incorporated, and they were contacted once more to review the final translated version. During this final assessment, they clarified any ambiguities and ensured that the item content remained consistent with the original English text.

3.3. Data Gathering

The researchers gathered data from subordinates, as close workplace friendships can exist among employees and supervisors. Participants were informed that the questionnaire comprised four distinct sections, dispatched separately from November 2023 to January 2024, with a two-week gap between each part. Respondents were promised mobile phone recharge codes worth EGP 31 (equivalent to USD 1) at each survey stage to encourage participation. It was clarified that these codes would be sent only after verifying the authenticity and impartiality of their responses to ensure that the answers were unbiased and not influenced toward a particular option.

In the initial phase of November 2023, 663 individuals were questioned about their relationships with close work colleagues (Wave 1). Subsequently, 539 valid responses were obtained, resulting in an 81.29% response rate. The second data collection wave occurred between the second week of December 2023 and 27 December. We approached the same individuals from Wave 1 and inquired about their involvement in gossip concerning close coworkers. Consequently, 498 complete responses were recorded, resulting in a 92.39% response rate. For Wave 3, data were gathered from 10 January 2024, to 31 January 2024, among the participants from Wave 2. They were asked about the uncivil behavior they exhibited towards a close coworker while engaging in positive or negative gossip. As a result, 482 responses were obtained, representing a 96.78% response rate. Participants’ phone numbers were used for data collection due to the ease of sending recharge codes and retransmission in the second and third waves to those who responded appropriately.

Following the completion of the third wave, inappropriate responses were discarded using a selective method that focused on a specific response option (e.g., strongly agree) or a random approach within a 1 min timeframe. The G*Power software v 3.1.9.4 was employed to ascertain an adequate sample size using the following parameters: a small effect size (0.1), an error probability of 0.01, and a power level of 0.95. Based on these specifications, our sample size (n = 466) was deemed sufficient for the analysis.

3.4. Instruments

The researchers extracted relevant items from the literature to measure the constructs of interest In particular, the 23-item Ibrahim et al. (2021) [20] scale offers a measure of social CRM with five main dimensions: customer service quality (CSQ), integrated marketing channels (IMCs), online communities (OCs), rewards (RDs), and value-added services (VSs). CSQ was operationalized using six items (CSQ1–CSQ5), which included “professional handling is given to all complaints, confirmation of booking is received, customer service responds within a 48-h window, professionalism is maintained by customer service when addressing inquiries, and any issues with your reservation will be brought to your attention by customer service”. IMCs were evaluated using four items (IMCs1–IMCs4), which encompassed factors such as “online orders can be verified through physical means, bookings made offline, such as over the phone, can be reviewed online, cancellations or modifications to phone bookings can be done through the restaurant’s website, and reservations made online can be cancelled or amended by calling a customer service representative by phone”. OCs were assessed using five items (OC1–OC5), which included “the restaurant employs social media platforms like Facebook, Twitter, YouTube, and Google, interact and share details with other restaurant patrons via social media, gain insightful information about the restaurant from its social media followers, the restaurant’s website features links directing to its social media profiles, and the restaurant effectively engages with customers through social media platforms”. RDs were operationalized using six items (RD1–RD5), which included “the restaurant website offers engaging deals for frequent visitors, the website rewards patrons with enticing cashback incentives for online purchases, substantial point redemption benefits are available for every online payment on the restaurant’s site, engaging gifts are given with each transaction performed on the restaurant’s website, and regular compelling discounts can be found on the restaurant’s online platform”. VSs were evaluated using six items (VS1–VS4), which encompassed factors such as “products are securely and thoughtfully packaged, item packaging is adaptable and convenient, the restaurant boasts a broad selection of menu choices, and the available items reflect the latest culinary trend”. The reflective scale of strategic information exchange capabilities (SIECs) was adapted from the work of (Tajeddini et al., 2024 [17]) and consisted of six items (SIECs1–SIECs6). These items focused on “the restaurant is transparent about its pricing policies with customers, the restaurant communicates its targeted market changes to customers, new product development is disclosed to customers by the restaurant, the restaurant shares its distribution strategies with customers, and promotional plans are openly discussed with customers by the restaurant”. Finally, a scale created by Grégoire and Fisher (2006) [49] was utilized for each subscale to evaluate relationship quality (RQ), which consists of two main dimensions: trust (TR) was assessed using three items (TR1–TR3), which included “based on your experiences, your restaurant has a level of trust with its customers, customers demonstrate reliability in supporting the restaurant, and we have complete trust in our customers”, and satisfaction (SA) was evaluated using three items (SA1–SA3), which encompassed “factors such as customers express contentment with their dining experiences, compared to others, customers rate their connection with the restaurant favourably, and customers appreciate the restaurant’s dedication to their needs”. A five-point Likert scale was used to score each topic, with 1 representing strongly disagree and 5 representing strongly agree.

3.5. Data Analysis

Partial least square structural equation modeling (PLS-SEM) offers human aid improvement scholars greater flexibility in version layout without sacrificing model clarity (Legate et al., 2023) [74]. It is a sensible analytical method that prioritizes the identity of tremendous factors in target outcome parameters and is particularly suitable for exploring extensions of present fashions (Hair et al., 2022) [75]. Although trying out new styles in hospitality settings may be constrained, PLS-SEM can be the perfect analytical solution. At the same time, the complexity hinders the usage of structural equation modeling primarily based on covariance (Becker et al., 2023 [76]). The sample size of 466 participants is sufficient for engaging in PLS-SEM exams and exceeds the minimum necessities. Determining an acceptable pattern size when imposing the PLS-SEM technique is essential. According to the 10× rule proposed by Hair et al. (2021) [77], the minimum sample size for carrying out PLS-SEM needs to be no less than ten times the wide variety of variables in the examination. In our investigation, there are seven latent dimensions with a combined overall of 34 reflective variables (a total of 340 variables). With a minimal calculated sample size of 340, our sample size of 466 notably exceeds this requirement. Moreover, the examination adheres to the hints of Hair et al. (2021) [77], who suggest a minimal adequate sample size of one hundred for an SEM evaluation to yield exceptional effects. A large pattern size offers the advantage of utilizing superior statistical analysis techniques together with SEM, bearing in mind a better exploration of the interrelationship assumptions of the various tested variables.

Unlike other regression-based methods, such as conditional method analysis, which can handle mediation studies, ordinary least squares (OLS) regression has several limitations (Hayes and Rockwood, 2020 [78]; Legate et al., 2023 [74]). For example, OLS cannot test multiple outcomes simultaneously, potentially limiting the ability of hospitality researchers to explore theoretically known sample extensions. However, PLS-SEM solves this limitation by enabling researchers to explore complex relationships among latent variables (Khan et al., 2023 [73]; Sarstedt et al., 2019 [79]). We used SmartPLS 4 to examine the possible effects of these factors.

4. Results

4.1. Demographics

Table 1. Demographic profile.

	No. of Respondents = 466	Frequency	%
Gender	Male	327	70.2
	Female	139	29.8
Marital status	Married	266	57
	Single	200	43
Age (Groups)	21–29	245	52.6
	30–39	165	35.4
	40–49	46	9.9
	55 and above	10	2.1
Education	Bachelor	242	51.9
	High school	183	39.3
	Intermediate	29	6.2
	MSc/PhD	12	2.6
Experience (Years)	<4	257	55.2
	4 to <7	189	40.6
	7 to <10	18	3.9
	≥10	2	0.3

shows the demographic distribution of participants, indicating that 70.2% were male and 57% were married. Regarding age, most participants (52.6%) fell into the 21–29 age group. The highest level of education among respondents was a bachelor’s degree (51.9%), followed by high school education (39.3%). Regarding work experience, 55.2% had less than four years, and 40.6% had four to less than seven years.

4.2. The Measurement Model

In analyzing the social CRM strategies used by FSRs according to the respondents (see

Table 2. Descriptive scrutiny.

Constructs	M	SD	Kurtosis	Skewness	CSQ	IMCs	OC	RQ	RD	VS	SIECs	SA	TR
CSQ	4.01	0.66	−0.97	0.07	1
IMCs	4.00	0.74	−0.89	0.52	0.640	1
OCs	3.90	0.73	−0.97	0.42	0.553	0.647	1
RDs	4.01	0.76	−1.39	3.20	0.387	0.393	0.332	0.380	1
SA	3.91	0.73	−0.75	0.16	0.562	0.597	0.553	0.894	0.273	1
SIECs	4.02	0.73	−0.81	−0.09	0.656	0.635	0.545	0.706	0.343	0.632	1
TR	4.01	0.75	−1.32	2.02	0.684	0.606	0.521	0.900	0.407	0.609	0.634	1
VSs	3.76	0.77	−0.71	0.90	0.497	0.463	0.381	0.535	0.351	0.480	0.754	0.479	1

), it is evident that the most widely adopted strategy among the studied FSRs was CSQ (M = 4.01, SD = 0.66), and the least favorably adopted was VSs (M = 3.76, SD = 0.77). In addition, SA (M = 4.01, SD = 0.76), TR (M = 4.01, SD = 0.75), and SIECs (M = 4.02, SD = 0.73) were also clearly identified. In addition, this study assessed the normality of the data using the measures of skewness and kurtosis proposed by Hair et al. (2020) [80]. This examination helps determine if the data follow a normal distribution, which is essential for the validity of various statistical analyses.

Our study utilized confirmatory factor analysis to evaluate the fit of our model, resulting in greatly reduced factor loadings and an acceptable fit. All outer loadings of the items exceeded 0.705, indicating the items’ reliability. According to the standards of Hair et al. (2021) [77], we used criterion metrics to assess variable quality. The Cronbach’s α confidence interval ranged from 0.718 to 0.978, surpassing the required threshold of 0.70. Furthermore, we executed the composite reliability (CR) test to determine the internal consistency of the constructs. The results showed that all constructs had values above 0.70, ranging from 0.842 to 0.983 (Malkewitz et al., 2022 [81]; Spector et al., 2023 [82]). Consequently, there was no need to examine an item in a query regarding its reliability (see

Table 3. Reliability, validity, and multicollinearity.

Factor	Variables	Loadings	α	AVE	VIF	CR
CSQ	CSQ1	0.769	0.839	0.610	1.657	0.886
	CSQ2	0.767			1.655
	CSQ3	0.816			2.074
	CSQ4	0.825			2.132
	CSQ5	0.722			1.467
IMCs	IMCs1	0.830	0.790	0.615	1.776	0.864
	IMCs2	0.773			1.483
	IMCs3	0.803			1.700
	IMCs4	0.726			1.427
OCs	OC1	0.768	0.835	0.600	1.532	0.882
	OC2	0.771			1.794
	OC3	0.780			1.821
	OC4	0.792			1.695
	OC5	0.762			1.695
RDs	RD1	0.875	0.932	0.787	1.274	0.948
	RD2	0.867			1.485
	RD3	0.898			1.093
	RD4	0.896			1.503
	RD5	0.898			1.319
SA	SA1	0.822	0.718	0.640	1.317	0.842
	SA2	0.754			1.488
	SA3	0.822			1.654
SIECs	SIECs1	0.736	0.855	0.632	1.549	0.896
	SIECs2	0.820			1.895
	SIECs3	0.827			2.096
	SIECs4	0.809			2.151
	SIECs5	0.781			1.991
TR	TR1	0.819	0.726	0.645	1.417	0.845
	TR2	0.764			1.788
	TR3	0.825			1.377
VSs	VS1	0.963	0.978	0.937	1.546	0.983
	VS2	0.984			1.785
	VS3	0.979			1.057
	VS4	0.945			1.143

).

Moreover, the average variance extracted (AVE) for each component, which should not be less than 0.50, yielded values between 0.718 and 0.968, and variance inflation factor (VIF) values, which should not exceed 0.50, yielded values between 0.000 and 0.000 (Sarstedt et al., 2019) [79], implying all constructs’ convergent validity. Next, the heterotrait–monotrait (HTMT) ratio is a more stringent discriminant validity criterion. The HTMT ratio fell below the 0.85 cutoffs, claiming robust discriminant validity. Also, the model’s robustness and credibility were reinforced using the Fornell–Larcker metrics to evaluate the model’s discriminant validity (Hair, 2020 [80]) (see

Table 4. Assessment of the discriminant validity.

Fornell–Larcker	CSQ	IMCs	OC	RQ	RD	SA	SIECs	TR	VS
CSQ	0.781
IMCs	0.640	0.784
OCs	0.553	0.647	0.775
RQ	0.696	0.671	0.599	0.718
RDs	0.387	0.393	0.332	0.380	0.887
SA	0.562	0.597	0.553	0.894	0.273	0.800
SIECs	0.656	0.635	0.545	0.706	0.343	0.632	0.795
TR	0.684	0.606	0.521	0.900	0.407	0.609	0.634	0.803
VSs	0.497	0.463	0.381	0.535	0.351	0.480	0.754	0.479	0.968
HTMT	CSQ	IMCs	OC	RQ	RD	SA	SIECs	TR	VS
CSQ
IMCs	0.786
OCs	0.651	0.792
RQ	0.749	0.836	0.717
RDs	0.437	0.456	0.369	0.436
SA	0.723	0.790	0.702	1.171	0.333
SIECs	0.771	0.767	0.634	0.841	0.382	0.799
TR	0.785	0.796	0.658	1.167	0.494	0.832	0.799
VSs	0.547	0.520	0.411	0.597	0.369	0.567	0.832	0.7565

).

4.3. The Structural Model

The process included a detailed confirmatory factor analysis (CFA) by applying path restrictions, examining t-values, and checking p-values (t-values over 1.64 and p-values less than 1% are considered statistically significant). Furthermore, through a detailed analysis of how a sample size of 466 participants increased the suitability of the analysis, the model exhibited a satisfactory level of fit, as measured by a standardized root mean square residual (SRMR) value of 0.082, which is less than the established standard of 0.10 (Henseler et al., 2015 [83]).

4.4. Hypothesis Testing

After checking and confirming the validity of employed measures in the outer model, we then proceeded with the analysis to investigate the inner model, including this study’s main hypotheses. We used a bootstrapping technique with 5000 iterations in SmartPLS version 4 to estimate the path coefficients (β), t-statistics, and significance levels (p-values) for all direct and indirect specific effects, as shown in

Table 5. Hypothesis breakdown.

H	Path Direction	β	p-Value	t-Value	F2	R2	Q2	Support?
H1	CSQ → RQ	0.276	0.000	4.852	0.098			Yes
H2	IMCs → RQ	0.187	0.000	5.485	0.041			Yes
H3	OCs → RQ	0.139	0.002	3.315	0.029	SIECs = 0.525		Yes
H4	RDs → RQ	−0.045	0.220	1.226	0.004	RQ = 0.643	0.579	No
H5	VSs → RQ	0.012	0.753	0.315	0.000			No
Specific indirect paths
H6a	CSQ → SIECs → RQ	0.115	0.000	4.882				Yes
H6b	IMCs → SIECs → RQ	0.093	0.000	4.225				Yes
H6c	OCs → SIECs → RQ	0.042	0.021	2.308				Yes
H6d	RDs → SIECs → RQ	−0.022	0.127	1.527				No
H6e	VSs → SIECs → RQ	0.008	0.516	0.649				No

.

The output of the conducted analysis, as shown in Table 5 and Figure 2, revealed that CSQ (β = 0.276, p < 0.001, t = 4.852, f² = 0.098), IMCs (β = 0.187, p < 0.001, t = 5.485, f² = 0.041), and OCs (β = 0.139, p < 0.001, t = 3.315, f² = 0.023) had a positive significant impact on RQ, fulfilling hypotheses H1, H2, and H3. However, RDs (β = −0.045, p =0.220, t = 1.226, ^f2 = 0.004) and VSs (β = 0.012, p = 0.753, t = 0.315, f² = 0.001) did not significantly influence RQ, rejecting hypotheses H4 and H5.

The results of the PLS-SEM analysis also showed the specific indirect effect for mediation analysis, in which SIECs played a full mediator role in the relationship between CSQ and RQ (β = 0.115, p < 0.001, t = 4.88), as well as between IMCs and RQ (β = 0.093, p < 0.001, t = 4.225) and between OCs and RQ (β = 0.042, p < 0.05, t = 2.30), suggesting the potential of hypotheses H6a, H6b, and H6c. However, SIECs were discovered to have no mediation in the connection between RDs and RQ (β = 0.022, p =0.127, t = 1.527), as well as between VSs and RQ (β = −0.008, p =0.516, t = 0.649), implying the rejection of hypotheses H6d and H6e.

5. Discussion, Implications, and Limitations

This study aims to explore how social CRM strategies impact RQ at FSRs in Egypt. Moreover, it also examines the mediation effect of SIECs on the relationship between Social CRM strategies and RQ. Prior studies may have looked at the direct correlation between social CRM tactics and the quality of relationships without taking information exchange capabilities into account as a mediator. So, the researchers used seven variables, including the SIECs, as mediators. The result of this study demonstrates that CSQ, IMCs, and OCs have a positive and significant influence on RQ. However, reward and value-added service do not significantly influence RQ. Additionally, the mediation effect of SIECs is true for all the relationships except the relationship between RDs/VSs and RQ.

Firstly, we found that CSQ has a positive and significant influence on RQ, supported by previous literature. Letchumannan et al. (2022) [84] demonstrated that social CRM strategies have a substantial direct and indirect impact on organizational performance. Therefore, when officers increase the efficacy of social CRM, the company’s most effective procedures in this area will perform better overall. According to Dewnarain et al. (2019) [10], when employees engage directly with clients, the quality of service they receive often influences social media reviews, good word of mouth, and brand loyalty. This illustrates how crucial a leader is in boosting the business’s financial success via employee engagement. The firm needs to prioritize this area and strengthen customer connections to project a favorable image to outsiders. This will help to generate tiered consumers with a high degree of satisfaction (Alshurideh, 2023 [25]); as per the suggested framework by Torres (2014) [85], customer-driven service quality is determined by performance, value perceptions, ideal expectations, and specific criteria. Service standards, ratings, and awards are what promote expert-driven excellence. Empowerment, quality circles, benchmarking, and brand standards are the main drivers of internally driven quality. Customers and restaurants will have a higher quality relationship if they believe that the restaurant has an appealing appearance, excellent convenience, and timely and prompt service from the service providers and if the service providers are competent and courteous, possess relevant expertise, and have a strong ability to gain the trust and confidence of the patrons (Chen, 2016) [86].

Secondly, the impact of IMCs on RQ is true, which aligns with the findings of Alshurideh (2023) [25], who asserted that to satisfy the expectations of its customers and provide them with a positive organizational experience, firms utilize information to tailor their communications with them. The average duration of time taken into account throughout the customer care response process contributes to maintaining positive long-term relationships with consumers. The first IMC study in the hospitality sector was initiated by Šerić and Gil-Saura (2011) [30], who oversaw a research survey among hotel managers in Dalmatia, Croatia. The use of information and communication technology and the hotel category were shown to have a crucial link. Kharouf et al. (2019) [87] suggested a framework that placed three characteristics—effective communication being the first—ahead of views of trustworthiness. According to their findings, the model as a whole benefits from the framing of communication as an antecedent of trustworthiness. Thus, they contend that in light of the growing competition in the hotel industry, management teams should prioritize good communication as a key component of their approach, given its many benefits for enhancing visitor loyalty and perceptions of hotel reliability. A similar conclusion was made by Tajeddini et al. (2024) [17]. IMCs play a key role in developing SIECs in the hotel sector. When marketing channels are used harmoniously, stakeholders may communicate, work together, and make choices that simplify the workplace more accurately and consistently.

Thirdly, OCs have a significant positive impact on RQ. This finding is consistent with the work of Ahmad et al. (2023) [88], who emphasized the importance of well-chosen CSR messages shared across social media channels in influencing hotel guests’ desire to advocate. Effective CSR strategies are one such component that often causes a different impact in the contemporary landscape when service expectations are more or less identical across hotel chains owing to standardization and competitive convergence. Similarly, Malki et al. (2023) [21] found that social media may greatly help businesses fulfill the promises of market orientation, relationship marketing, and advertising concepts by offering resources to enhance customer service and increase customer engagement, which results in customer loyalty. Businesses that interact with their consumers more on social media (SM) acquire customer information, happiness, and loyalty. Dewnarain et al. (2019) [10] state that technology drives CRM. New technology will play a major role in the hotel industry’s transformation. Technology is essential to managing customer interactions since having the correct information about the right people at the right time is critical. Social media sites like Twitter and Facebook may offer necessary backing for those needing admission to help outside official or outdated channels (Cheng et al., 2020 [35]).

Fourthly, RDs did not have a significant influence on RQ. The results are inconsistent with Kaguma and Bo (2023) [11], who argued that hotels can strengthen their brand image and improve the quality of their client relationships by employing social CRM. It is recommended that hotels in Nairobi, Kenya, continue utilizing social CRM methods to develop and improve the quality of their client connections. This might comprise asking for customers’ input, inserting positive reviews on social network sites, networking with customers via surveys, competitions, and other activities, and employing virtual tour experiences to foster customer engagement and loyalty. Furthermore, RDs may be applied to promote the sharing of innovative ideas and best habits, which will develop performance and motive improvement across hotel value chains (Tajeddini et al., 2024 [17]). Labsomboonsiri et al. (2022) [89] investigated the impacts of incentives on customer satisfaction. They revealed that the continuousness of online reviews, acknowledgment, and financial RDs benefit both customers and restaurants and also increase the possibility that customers will write more reviews in the future. They also highlight some subtle differences between these outcomes for reviewers from restaurants in Thailand and Australia.

Fifthly, the relationship between VSs and RQ is insignificant, which is inconsistent with the previous literature. According to Gil et al. (2006) [90], when it comes to intangible aspects of service quality, consumers’ perceptions of the quality of the service will improve if they are devoted to the business and if they obtain a service improvement during their visit. Jin et al. (2013) [91] stress the significance of offering top-notch services in a visually appealing setting. The combined findings indicate that these two components of experience value are crucial for fostering consumer loyalty by promoting satisfaction and trust. In opposition to our finding, Calheiros et al. (2017) [92] emphasize that the fundamental feelings conveyed by popular hotel concerns are both quite powerful and generally good. Targeting seems to be linked to customer retention, as seen by the relationship between the hotel’s surprising location, high-quality facilities, and romantic features, as well as its favorable online evaluations and exposure. Doeim et al. (2022) [93] asserted that the perceived value of a service influences how well consumers accept its restaurant offerings. Restaurants thus always strive to provide their patrons with the finest possible service value. Repurchase intentions will grow after restaurants use service value tactics. Due to consumers’ rising expectations for excellent service, restaurants can no longer depend on key variables like value that contribute to repurchase intention.

Lastly, we tested the mediation effect of SIECs on the relationship between social CRM strategies’ five determinants (CSQ, IMCs, OCs, RDs, and VSs) and RQ. The mediation effects were favorable in the case of CSQ, IMCs, and OCs. However, there is no mediation effect of RDs and VSs. According to Dewnarain et al. (2019) [10], when a consumer feels a connection to a brand, they are more inclined to spend time engaging via various online channels, whether it be by creating content or leaving comments on other users’ postings. Monitoring customer engagement is simple and can provide managers with valuable insights into brand performance. Examples include tracking the frequency of purchases over time, the number of stories created or shared by customers, their contribution to product development through idea generation, and their online satisfaction ratings. Research by Cao et al. (2022) [94] shows that knowledge-sharing initiatives favorably mediate the association between high-involvement HRM practices and innovation potential. Comparing the effects of tacit knowledge on different aspects of innovative capacity highlights the important role of explicit knowledge in promoting those qualities. SIECs facilitate quick troubleshooting. Customer and provider information can flow seamlessly into the hotel business, making it possible to identify service problems early, increase customer satisfaction, and reinforce positive RQ. These capabilities are critical to the hotel industry and help organizations manage customer preferences and change market trends. Improved service quality and customer satisfaction make value chains more likely to exhibit flexibility in response to these issues (Armutcu et al., 2023) [56]. SIECs can mediate the path between resource orchestration, innovation, and digital alignment in hotel supply chains Doeim et al. (2022) [93]. Restaurants are likely to gain more profit, grow, and survive over the long term as they become more expert at developing knowledge learning (Kankam-Kwarteng et al., 2022) [95].

5.1. Theoretical Contributions

The findings of our study provided some theoretical support. First of all, this study investigates the unique relationship between the multiple dimensions of social CRM, SIECs, and RQ, which creates avenues for future research in other contexts. This study highlights how important these factors are in emphasizing better employee–customer relations. Secondly, SIECs have been identified as intermediary mechanisms between OCs and RQ, IMCs, and CSQ in this study. This illustrates the importance of information sharing in improving how these social CRM strategies influence the quality of relationships. It provides empirical evidence supporting the claim that the effective exchange of strategic information with customers improves the partnership. Thirdly, our finding that RDs and VSs have no significant effect on RQ adds to our knowledge of the complex interactions among many components of social CRM processes. RDs and VSs are needed to increase customer engagement and happiness but have little immediate impact on RQ compared to other factors, such as effective communication and superior customer service. Fourthly, our awareness of the mediation approach in the CRM literature is enhanced by emphasizing the mediating effect of SIECs in specific ways. This highlights the importance of focusing on the mechanisms that reduce the direct impact of social CRM strategies on RQ and the indirect effect. Social CRM strategies, SIECs, and RQ provide opportunities for new insights into complex interactions. Finally, future studies can adopt mediating and moderating variables in the present models to identify more insights and relationships between several variables. Moreover, studies can incorporate social CRM as a higher-order construct in the PLS-SEM to see how this construct relates to other constructs in various contexts.

5.2. Practical Implications

This study has some practical implications for practitioners as well. First of all, this study’s realistic contributions offer corporations sensible insights for improving their relationships through the distribution of resources, strategic coordination, insights from customers, ongoing enhancement, and differentiation from opponents of their social CRM strategies. The consequences provide useful recommendations for corporations looking to match their social CRM approach to the variables that impact relationship excellence. Secondly, businesses may increase the strength of their purchaser connections by concentrating their resources and efforts on improving OCs, IMCs, and CSQ. By ensuring this alignment, strategic activities are focused on regions with the most capability to enhance the best of relationships. Understanding how strategic information alternate skills act as mediators helps firms decide how to apply their assets. Thirdly, the effect of social CRM strategies on RQ may be elevated through investing in humans, techniques, and eras that improve SIECs. This deliberate distribution of assets ensures that organizations optimize the efficacy of their CRM endeavors by fortifying the fundamental methods that propel favorable connection outcomes. Businesses can also obtain extra profound information about their clients’ pastimes, actions, and needs by constructing strong records of alternate competencies. Fourthly, businesses may additionally use that information to match patron expectations in their interactions and services, build purchaser relationships, and increase customer delight and loyalty. By using client insights from strategic information change competencies in actual-world packages, corporations can provide their customers with extra individualized and centered experiences. In a contemporary converting company environment, putting into exercise social CRM techniques that work and are backed by robust information trade abilities would possibly offer an advantage over the competition. Finally, by fostering deeper and more meaningful connections with consumers, companies may set themselves apart from competitors and increase customer advocacy and loyalty. This aggressive gain is maintained through continuous innovation and optimization of CRM strategies to retain relevance and effectiveness in enjoyable consumer expectations.

5.3. Conclusions

This study aimed to examine the relationship between social CRM strategies and RQ. Five determinants of social CRM strategies were taken to explore the impact on RQ. We also examined how SIEC can have a mediation effect on these relationships. We found that the result supports the influence of CS, IMCs, and OCs on RQ. Nevertheless, the impact of RDs and VSs has not received support. On the other hand, the mediation effect of SIECs was significant in the case of CS, IMCs, and OCs, and an insignificant impact was found in the case of RDs and VSs. These results practically provide useful recommendations to companies looking to maximize their social CRM initiatives. Key takeaways for businesses looking to drive substantial enhancements in relationships with consumers and long-term success in the market include strategically aligning CRM strategies with the variables that most significantly affect RQ, allocating resources towards improving information exchange capabilities, utilizing consumer data obtained from these capacities, refining CRM strategies continuously, and leveraging advantages in competition through enhanced relationships with clients.

5.4. Limitations and Future Study Avenues

Our study provides insights into how RQ can be enhanced and significant practical and theoretical contributions. However, some limitations can be the path for future researchers to explore more. This research can have limitations because of the features and sample size. Future studies might try to duplicate the findings with bigger and more varied samples to improve the generalizability across other sectors, geographical areas, and client groups. As a mediator between social CRM strategies and RQ, the research focused on SIECs. Other mediators, including customer involvement, trust, satisfaction, and loyalty, could be explored in future research to define further the underlying mechanisms affecting the relationship between social CRM practices and relationship outcomes. Research may not have adequately considered contextual factors such as industry trends, corporate culture, and competitive environment that may influence the proposed merger. Subsequently, research could examine how these contextual factors interact and if they affect social CRM strategies, the SIEC network, and RQ. Future research should examine cross-cultural variation in the impact effectiveness and positive relationships of social CRM strategies, given the global nature of the industry. This will provide insightful information on how cultural norms, beliefs, and preferences influence CRM practices and customer relationships in different cultural contexts. Because restaurant patrons vary in ethnicity, interests, and habits, research may not adequately account for cross-cultural variation.

Further research on customer diversity and its impact on RQ is needed because different restaurant customer groups may respond differently to social CRM strategies and SIECs. Restaurants have special operational issues that can affect the adoption and effectiveness of social CRM strategies and SIEC. These challenges include high employee turnover, tenure, and fierce competition. Subsequent investigations could examine how these operational obstacles affect the relationship between social CRM strategies and RQ in the restaurant sector.