1. Introduction
Enterprise social media (ESM) has become an open civic platform built on Internet technology’s philosophical and technical foundations. Its usage has progressively spread to the workplace, where workers interact, communicate, and exchange knowledge, information, and ideas with their co-workers [1]. Many social media tools, including WhatsApp, Facebook, Instagram, LinkedIn, Trello, Slack, and DingTalk etc., have widely been adopted by business enterprises to facilitate collaboration, knowledge sharing, and employee communication [2].
As defined by researchers, ESM tools have multiple distinctive features that shape them differently from other communication tools. For example, the employees can view other fellows’ communication and interaction and share knowledge and information in highly sophisticated manner [3]. Several benefits relating to ESM usage within organizations have stimulated researchers and scholars to explore the influence of enterprise social media usage on employees’ productivity [4,5,6]. The workers’ agility is considered their expertise to act and modify themselves to cope with changes in the external environment [5,7].
The scope of enterprise social media goes beyond communication. Rather, it serves as a social collaboration platform that manages knowledge sharing, employee interaction, learning, data communication, and an organizations’ human resources [8,9]. Finding helpful and relevant information on an ESM site positively influences our attitudes [10]. It also positively influences our psychological condition [11].
Social media is the most employed and popular communication network. It has been defined by multiple scholars in multiple ways and styles, and according to a study, no single unanimous definition of social media exists so far [12]. Drury discovered that it is a blend of online sources we use to share information, movies, graphics, messages, news, and even gossip [13]. The youth widely use it to share their academic and political knowledge and relevant material (information) with other fellows and friends [14].
It facilitates communication between individuals and the exchange of ideas and data. The term “social media”, or “SSNs” for short, alludes to a group of social networking sites. Its widespread use is likely attributable to the utility of its social media capabilities, its user-friendly interface, and the vast array of services it offers, such as communication facilitation and information dissemination [15]. According to a study, as the Internet has developed, the use of social media has increased dramatically [16]. Technology has penetrated every aspect of our existence. In addition, it promotes and supports a system of responsiveness and feedback, which is a crucial element of collaborative and reciprocal education [17]. According to a study, smartphone usage has increased in recent years, making them an indispensable resource for social networking applications. Additionally, it has simplified and streamlined the examining process [18].
Despite the novelty of the subject, there has been a great deal of interest in it; numerous studies have catalogued how businesses use corporate social media [19]. Although numerous studies have been conducted on social media in the workplace, most have concentrated on a single corporate social media tool or technology (such as a wiki, blog, or microblog) [20].
The possibilities of enterprise social media technologies in the workplace have been viewed rigorously in previous works. However, most employees in an organization use ESM tools or technologies to complete their duties [21]. Findings recommend that additional efforts be made to address the challenges and repercussions of using corporate social media in the workplace. Such an effort is necessary to demonstrate how corporate social medias differ from one another and how their use may influence the competence and performance of employees [22].
The use of social media has a significant impact on the competency of employees and the overall performance of businesses. Productivity and performance may decline if employees lack the necessary skills and knowledge to perform their duties. Therefore, the overall performance of the company suffers. Due to the increased use of social media platforms, employees are more committed to their employment. Despite the prevalence of social media in the workplace, 54% of employees who use social media tools at work report feeling in control. The extensive use of SM technologies and strategies increases the likelihood that employees will need more time to exchange relevant information and expertise. To ensure that these resources are utilized effectively, it is necessary to establish and enforce policies governing employee participation in social media. According to findings, the implementation of ESM has rapidly spread throughout enterprises [3]. Businesses frequently rely on social media platforms for the internal exchange of information and collaboration on projects. ESM networks are web-based solutions that enhance employee knowledge sharing [23].
For ESM tools to be successfully deployed in an organization, workers must be encouraged to use them in their regular job duties [24,25,26]. Utilizing enterprise social media networks and platforms for collaboration and information exchange can increase employee productivity and competency [27].
Because ESM is a voluntary tool, its effects may differ depending on which employees employ it [28]. Consequently, the diversity of a company’s personnel may significantly affect its ESM implementation. Positionally competent employees are more likely to utilize the ESM tool effectively and efficiently than unproductive employees who waste time on personal matters while on the clock. Productive individuals use ESM for its intended purpose [29]. This study aims to determine how using intra-organizational social networks for knowledge sharing influences an employees’ ability to perform job-related tasks. The significance of the current study is heightened by the fact that ESM research in commercial contexts is a focus. Only some studies have examined ESM usage and implementation within organizations, particularly in the context of South Punjab (Pakistan) enterprises. Due to the negative impact of employees’ inappropriate use of social networking sites and networks on their efficacy and productivity, managers and administrators in these companies need help efficiently using ESM technologies. Organizational use of enterprise social media can aid in problem resolution if executed effectively and efficiently.
2. Literature Review and Hypothesis Development
2.1. The Enterprise Social Media (ESM)
Enterprise social media (ESM) is a collection of multiple tools, and its core objective is to support and facilitate communication and coordination within organizations. Recent enterprise social media (ESM) literature has delved into various aspects of its application, impacts, and challenges in organizational settings. A study proposed a maturity model for ESM in the context of digital transformation and SMEs, providing parameters for evaluating and developing ESM initiatives [30]. Abhari et al. investigated ESM’s potential to foster employee innovation, underlining the role of a risk-taking and knowledge-sharing culture [31]. Another study explored how ESM supports collaboration and knowledge sharing, emphasizing that successful ESM implementation depends on clearly defined rules, managerial support, and alignment with business needs [32]. The study examined the introduction of ESM platforms and their impact on digital work, highlighting that organizational climate plays a critical role in the relationship between ESM use and the intended outcomes [33]. A study conducted in the Sultanate of Oman in 2022 focused on the motivators for knowledge workers when sharing knowledge through ESM, revealing a significant effect of technological motivators on knowledge sharing. Li et al. presented a comprehensive review of ESM research, visualizing the evolution of ESM research and predicting future trends [34]. Finally, the investigation used a grounded theory approach to study the impact of ESM use on employee performance, noting that ESM use affects work performance through work efficiency and emotional maintenance [35].
2.2. Knowledge Sharing
Knowledge sharing is “the transfer of information useful for completing a task to another person to assist them in carrying out a specific responsibility or duty [36]”. When people exchange knowledge, they are better equipped to cooperate to solve issues, produce new ideas, and conduct plans. According to a study [37], information exchange is the first stage in minimizing ambiguity, which provides a competitive advantage, efficiency, and effectiveness in individual learning and education. Due to scarcity, knowledge separates itself from other organizational resources and is vital for every organization [38]. Knowledge should be split effectively to be kept and used to increase organizational performance. A study defines “knowledge sharing” as “the act of imparting one’s expertise to others in order to facilitate collaboration, problem-solving, the development of new ideas, and the implementation of established ones [39]”.
2.3. Employee Competence
According to the study, employee competencies (EC) are necessary for adapting to organizational and technological adjustments and cultivating essential creative skills [40]. EC is essential for anticipating organizational and technological disruptions. Two management specialists concur that enhancing employees’ knowledge and skills are essential for succeeding in an uncertain business environment [41,42]. Knowledge has a brief half-life, so businesses must invest in their employees’ adaptability to remain competitive in industries where digitalization transforms how products are manufactured, developed, consumed, and distributed [43]. This is because introducing digital technology has significantly changed product production, development, consumption, and distribution. On the other hand, the OECD emphasizes the significance of employees’ knowledge and abilities as the primary enablers of any creative activity. According to researchers, managers’ and employees’ adaptability to new technologies and methods of working, as well as their ability to develop the creative skills they require, should be more noticed [40].
2.4. Information Relevance
In the case of information science, an individual’s relevance of a document comprises interest relevance that the technique it links to the subject’s interest, cognitive/reasoning relevance (that is, how it impacts the knowledge state), situational relevance (its real usefulness), and an affective relevance that is based on an emotional reaction exhibited by the individuals [44]. The study demonstrates a framework that helps analyze the relevance of information. The framework aims to lead information relevance prioritization and filtering of information based on the degree of relevance in a specific situation. The justification is here that with the help of proper prioritization and filtering procedures, the decision-makers have access to the most relevant information to take action in a given period [45].
2.5. Relationship between Enterprise Social Media and Employees Competency
Because more workplaces are becoming digital, there has been much discussion in recent years about how business social media (ESM) influences employee skills. ESM platforms make it simpler for workers to share information, network, and collaborate, which could contribute to improved skills [46]. Confidence and open communication in ESM networks are necessary to comprehend the competence and dependability of others, which impacts the sharing of information and development of skills [47]. This is consistent with other study, who discovered, in their analysis of generation Y employees in India, that social media-enabled communities facilitate business insights, idea generation, and information sharing, which is beneficial for skill development [48]. Another study examined the effects of ESM systems on employee productivity and how they encourage information sharing [49]. Similarly, a positive correlation between the use of social media technology and the enhancement of knowledge processes was discovered, which resulted in an increase in employee performance [50]. On the basis of these studies, it appears that the motivation to use ESM and the positive feedback from enhancing knowledge are crucial for competency development.
A study also investigated how the use of online social networks empowers employees within competency-based management, thereby encouraging employees to be more innovative. This demonstrates how ESM can assist businesses in developing an innovative mindset by enhancing the abilities of their employees [51]. Researchers discussed how ESM combines talent management and knowledge management. According to them, successful competency-based training recognizes employees as integral to the seamless operation of business processes [52]. Another study also developed a method for a business to manage and monitor social media by identifying skill and competency deficiencies [53]. Even though these studies demonstrate that ESM can enhance employee skills, they also demonstrate the complexity of this relationship. The impact of ESM use on employee performance is significantly influenced by trust, motivation, transparency, and company support. Therefore, for ESM to be effective, organizations that wish to enhance their employees’ skills through ESM should consider the aforementioned factors. Overall, the research indicates a correlation between the use of ESM and alterations in occupational skills. However, more empirical research is required to learn more about this relationship and to determine how ESM affects employee competency. In the future, researchers may also investigate how various types of ESM or different methods of utilizing ESM may have varying impacts on employees’ skills.
2.6. Mediating Role of Knowledge Sharing (KS) between Enterprise Social Media (ESM) and Employees’ Competence (EC)
The impact of enterprise social media (ESM) on employees’ skills and the function of knowledge sharing as a mediator is a multifaceted field of study that examines a number of key factors. In an intriguing study, the researchers discovered that confidence and information sharing play opposing roles in the relationship between business use of social media, open communication, and personal blogging. They emphasized the need for proficiency and dependability when using social media for business [47]. In a similar manner, studies examined the role of information sharing in skill development and its impact on generation Y employees. They discovered a direct correlation between developing skills and exchanging information, and they concluded that sites such as communities of practice that employ social media can facilitate this process [48]. Researchers examined the role of leadership in fostering a culture of information exchange and innovation [54]. Unspoken and formal knowledge exchange, according to them, served as a link between innovative leadership and parsimonious innovation. Another study also examined the role of diversity-oriented leadership and internal communication in facilitating knowledge sharing among employees during the COVID-19 epidemic [55]. Utilizing internal social media platforms and intranets to meet the requirements of employees was found to significantly increase knowledge sharing. Investigators also investigated the effects of online social networks and competency-based management on the capacity to generate new ideas. They stated that well-managed and utilized online social networks can enhance creativity, and suggested that the function of knowledge transfer as an intermediary could be tested [51]. Another study investigated how knowledge governance mechanisms (KGMs) influence repatriates’ information sharing. They discovered that the motivation to share information is a major factor connecting KGMs and repatriates’ knowledge sharing [56]. Researchers also investigated how conscientiousness affects informal information sharing. The researchers discovered that eagerness and subjective norms can help explain this relationship [57]. On the other hand, studies demonstrated how training and bonuses have distinct effects on employee performance and emphasized the importance of trust and information sharing [58]. Last but not least, a study examined the situational awareness effects of social media features on knowledge sharing. As a mediator, they discovered that social media platforms can play a crucial role in facilitating knowledge sharing [59].
Utilizing social media technology greatly facilitates business and social communication within an organization. Using Web 2.0 technology, it was created [60,61]. Facebook, Twitter, Instagram, and YouTube have increased prominence as platforms where individuals can access and share useful information [62]. Businesses and individuals utilize social media platforms’ numerous opportunities to engage with and educate their target audiences [63]. Companies can gain a competitive advantage by using social media platforms to effectively communicate with clients, employees, and other interested parties in order to create value and foster collaboration within an organization [64]. According to a study, using social media to facilitate knowledge exchange within an organization can potentially boost individual and organizational performance [65].
As the adoption of enterprise social media platforms and tools increases, users become increasingly collaborative and involved. Consequently, mobile devices can access ESM resources, such as applications and tools, via the Internet [66]. Employee productivity is influenced by stress, motivation, the character of the work environment, and employee satisfaction [67]. Social factors influence how social media tools and technologies are linked to employee performance [68]. Utilizing social media tools can increase an individual’s work efficiency. Effectively utilizing SM tools and technologies results in the improved task or job performance and the development and maintenance of positive relationships with colleagues and peers through the SM platform [60]. A study investigates the role of institutional logic in cross-border acquisitions using Geely’s acquisition of Volvo as a case study. They propose a matching process model, suggesting that aligning commercial and social logic is key to navigating institutional pressures, achieved through compatibility, complementarity, and co-evolution mechanisms. This offers insights for firms in developing economies to manage cross-border acquisitions [69]. Another study applies an optimized radial basis function (RBF) neural network model to improve credit risk management in banks, specifically personal loan credit ratings.
The refined model enhances precision in handling non-numeric data and improves robustness [70]. The research proposes a multi-type of transferable method (MTTM) for missing link prediction in heterogeneous social networks utilizing adversarial neural networks. The novel MTTM, consisting of a generative predictor and discriminative classifier, extracts transferable features among link types to enhance prediction performance [71]. Another study introduces a multilevel index system to evaluate and rate the crisis of online public opinion. By harnessing deep learning for text emotion classification and grey correlation analysis, their method accurately quantifies emotional indices and rates crises during online public opinion dissemination [72]. In addition, it has been found that increased use of social networking sites increases employees’ knowledge, competence, and productivity [73]. Researchers assert that knowledge contributions are more important than employee performance [74]. Organizations should leverage the benefits of social media platforms and technology to improve internal stability and employee communication. According to a new study on the development and evolution of artificial intelligence [75], rapid advances in AI and the robotics revolution will radically supplant human labor within organizations. Alternatively, technological advancements give organizations with technically savvy employees more opportunities [76].
Technological advances appear worker-friendly and have a substantial, positive impact on the high-tech and medium-tech industrial sectors. Bojan Obrenovic and colleagues’ studies examine the impact of personality traits on tacit knowledge sharing in knowledge-intensive organizations [57]. The first study highlights the positive influence of conscientiousness on tacit knowledge sharing, with eagerness and subjective norms mediating this relationship. Another study discovered that non-technical individuals would be denied opportunities to perform tasks that can be easily mechanized or computerized [77]. Employees in today’s businesses must improve their creative and social intellect to keep their employment [78]. As robots proliferate, as predicted by artificial intelligence technologies (AIT), the cumulative revenues of technical employees and workers will decrease [79]. Due to the rapid development of new technologies, employees must proactively expand their knowledge and skills [78].
According to a study, businesses may benefit from social media because it facilitates two-way communication with clients and streamlines numerous aspects of public relations (PR) and marketing [18]. It has been discovered that knowledge management discussion groups on social media (SM) enhanced organizational performance through improved communication and knowledge sharing [65]. According to a study social media has improved access to business knowledge and expertise [60]. According to researchers, knowledge and information exchange within companies are prevalent and frequently viewed as profitable [80]; knowledge sharing (KS) is a crucial activity that enhances an employee’s self-improvement, problem-solving, and learning skills [81].
If companies want their employees to share knowledge openly and constructively, they must cultivate an open culture and implement motivational reward practices [82]. According to research, large multinational corporations, in particular, can profit from the employment effect of investments in sustainable environmental growth [83]. Legal information, knowledge sharing, and acquisition are linked to organizational performance, so each research study above has emphasized the significance of providing knowledge.
In addition to the significance of knowledge exchange as a mediator between the ESM tool and worker competence, the social exchange theory asserts that social ties are assets that can be leveraged to develop and accrue human capital. For instance, having a solid foundation at home may help someone succeed in school and acquire qualifications that will serve them well in their career. Due to ESM technologies, social media users exhibit similar knowledge-sharing practices. On the other hand, knowledge sharing can potentially increase employee competence. Therefore, knowledge transfer may be a moderating factor between using ESM technologies and expanding staff capabilities. The research concludes that business use of social media has a significant impact on employee skill development, with knowledge sharing playing a central role. This relationship can be influenced by numerous factors, including trust, leadership style, communication strategy, psychological characteristics, and social media characteristics. This suggests that additional empirical investigation in various contexts is required.
The current study is based on social capital, which holds that an individual’s network of friends, family, and colleagues can benefit a company’s human capital. When employees have frequent social interactions, they are more aware and involved. This is the direct cause of the increased proficiency of the personnel. For instance, a solid foundation at home may facilitate academic achievement, paving the way for acquiring highly coveted and monetarily lucrative certifications and specializations. From the perspective of evolutionary relationships, “social capital” is frequently used to refer to the value a person’s network of peers and acquaintances provides. Organizational members utilize social media to remain in contact and share their knowledge. Enterprise social media (ESM) similarly increases knowledge transmission within an organization, enhancing employee competency.
Therefore, the following hypothesis were formulated:
Knowledge sharing mediates the positive relationship between enterprise social media and employees’ competence.
2.7. Moderating Effect of Information Relevance between Enterprise Social Media (ESM) and Employees’ Competence (EC) and between Knowledge Sharing (KS) and Employees’ Competence (EC)
The purpose of internal knowledge sharing is to facilitate the circulation of new information within an organization [48]. Workers share and acquire problem-solving skills, decision-making processes, standard operating procedures, coding conventions, climate preferences, and project-related information [84,85]. As a consequence of social interfaces and interactions among colleagues, new knowledge is generated, and staff competencies are enhanced [86]. Several studies have demonstrated a correlation between information sharing, employee competence, and organizational learning [86,87,88,89,90]. According to a qualitative study of Chinese human resource specialists [91,92], knowledge sharing (KS) adapts and encourages career progression and learning direction to facilitate employees’ competency development. Similarly, a study found a significant relationship between KS and the professional development of 84 accounting professionals [85]. According to a study, organizational learning and information exchange contribute to developing employees’ skills in a culture that fosters autonomy and transparency [93].
Review-based research in the same field indicates that knowledge sharing and exchange through social communication enhances the abilities of organizational members and employees [94]. Moreover, generation Y professionals are constantly seeking new information and advancement opportunities [95]. In order to understand business concepts, ideas, and information, employees place a greater emphasis on sharing their knowledge and skills within the organization [48]. Therefore, firms that encourage employee knowledge exchange via social media platforms will contribute to the professional development of their employees. Since frequent ESM users use their accounts for professional and personal purposes, the information they receive must be timely and relevant [96]. Information saturation, user attrition, and social exhaustion are interconnected. According to a study, the importance of information relevance in corporate social media cannot be overstated [97]. Users are drawn to topics that pique their interest, and when that content loses its relevance, the positive special effects diminish rapidly [98].
Information relevance can influence users’ social exhaustion and desire to leave a social media tool or website [96]. This study examines knowledge sharing (KS) and employee competence (EC), with information relevance as a bridge between the concepts. When utilizing ESM tools for knowledge and information sharing among employees, the researchers discovered that the function of information relevance was extremely significant. The researcher hypothesizes that if employees do not share critical knowledge and expertise, their performance and competency, as well as the performance of the organization, will suffer. The findings support the viewpoint of the researcher. Relevant information protects social media users from excess information and social fatigue [96].
The current study is based on social capital, which holds that an individual’s network of friends, family, and colleagues can benefit a company’s human capital. When employees have frequent social interactions, they are more aware and involved. This is the direct cause of the increased proficiency of the personnel. For instance, a solid foundation at home may facilitate academic achievement, paving the way for acquiring highly coveted and monetarily lucrative certifications and specializations. From the perspective of evolutionary relationships, “social capital” is frequently used to refer to the value a person’s network of peers and acquaintances provides. Organizational members utilize social media to remain in contact and share their knowledge. Employees are expected to communicate only pertinent data. Accurate data strengthens the connection between a company’s social media and employee competence. Other variables, most notably the significance of the information, weaken the correlation between knowledge exchange and employee competence.
Therefore, it can be concluded that if employees share only relevant information, it will raise their level of competency. From the above discussion, it can be hypothesized that:
Information relevance will moderate the direct positive relationship between knowledge sharing and employee competency such that the relationship is strong when information relevance is high.
Information relevance will moderate the indirect positive relationship between ESM and employee competency such that the relationship is strong when information relevance is high.
2.8. Theoretical Framework
In the current study, the researcher aims to explore the influence of enterprise social media over organizational employees’ competence through the mediating effect of knowledge sharing and via moderating effect of information relevance. The researcher believes that employee competency is largely influenced due to social media usage by its employees, and it also affects the overall performance of the organizations.
The framework shown in Figure 1 is a mediation–moderation model in which social media (IV) indirectly affects employee competence (DV) through the mediator of knowledge sharing and the moderator of information relevance. The social cognitive theory supports the concept that knowledge sharing leads to employee learning and development, leading to employee competence. Additionally, the social exchange theory supports the idea that knowledge sharing is influenced by the perceived relevance of the information being shared. Mediator, knowledge sharing, refers to exchanging information and ideas between individuals or groups. The knowledge sharing theory proposes that employees are more likely to learn from one another and improve their competence when they are encouraged to share knowledge. In this model, knowledge sharing is how social media use impacts employee competence. Information relevance refers to the degree to which shared information is perceived as useful or applicable to the employee’s job. The social exchange theory posits that individuals are likelier to share knowledge when they believe the information will be reciprocated or rewarded. In this model, information relevance moderates the relationship between knowledge sharing and employee competence, suggesting that the impact of knowledge sharing on employee competence is stronger when the information being shared is perceived as more relevant. Overall, this framework suggests that social media use can indirectly impact employee competence through knowledge sharing and that the relationship between knowledge sharing and employee competence is influenced by the relevance of the information being shared. Organizations can design interventions to promote knowledge sharing and improve employee competence by understanding these mechanisms.
3. Methodology
3.1. Population and Sampling
The population for the current study is comprised of managers and non-managers working in food and beverage companies operating in Multan and its surrounding areas. In the present study, our decision to focus on the food and beverages industry was informed by several factors. The industry’s characteristics make it fertile ground for our investigation. The food and beverage sector is an intricate web of operations, spanning the sourcing of raw materials, production, packaging, marketing, sales, and distribution. This inherent complexity necessitates robust knowledge sharing among employees, making the industry a suitable backdrop against which to examine the influence of enterprise social media on knowledge sharing and, consequently, on employee competency.
Moreover, our choice of industry was also guided by considerations of relevance and generalizability. The food and beverages sector represents a significant part of the economy in Multan and its surrounding areas. Therefore, our findings could offer valuable insights directly applicable to a key local industry. At the same time, we anticipate that the results of our study could be generalized to other industries, especially those with comparable knowledge-sharing and collaborative dynamics. Lastly, practical considerations also influenced our decision. Factors such as ease of access to companies and respondents, our familiarity with the food and beverages industry, and pre-existing research connections contributed to our choice. We believe that these factors not only facilitated the research process but will also enhance the credibility and applicability of our findings. Due to constraints in resources and time, a non-probability convenience sampling technique was employed to collect data. Although probability sampling is typically preferred, it was not feasible for the researcher to implement it in this study. Given a study, the minimum sample size of 200 respondents is needed to apply the structural equation modeling SEM tool [99]. However, some other researchers have recommended that to acquire an appropriate sample size, it is required to have 5 to 10 responses per item [100,101]. If we consider a 1:10 respondent ratio, that is (21 × 10 = 210). We have 21 items in our questionnaire. Accordingly, there should be at least 210 respondents. In our studies, 272 respondents participated.
3.2. Scales
The survey utilized for this study was designed using questions derived from prior research, ensuring its validity and reliability. Responses were captured using a five-point Likert scale, ranging from 1 for ‘strongly disagree’ to 5 for ‘strongly agree’. Enterprise social media (ESM) was evaluated using a six-item Likert scale [102], a measure previously employed [6]. Knowledge sharing was gauged using a six-item Likert scale [87], a scale that was also used by a study [103]. Employee competence was measured through a four-item Likert scale developed [104], and information relevance was assessed using a five-item scale [105]. All the scales utilized were adopted from previous studies, reinforcing their validity and reliability.
3.3. Data Analysis
The data were analyzed using smart pls and SPSS software. The data analysis was performed to determine the descriptive statistics, inter-correlations, Cronbach’s Alpha, and analytical approach. A total of 272 employees participated in the study, most of whom were male. Most respondents were between 21–40 years old, and the highest percentage had a post-graduate degree. In terms of experience, more than 50% of the respondents had 0–5 years of experience. The correlational analysis indicated a significant positive relationship between enterprise social media and employee competence. Similarly, there is a positive relationship between enterprise social media and knowledge sharing, and knowledge sharing is positively associated with employee competence. To assess the appropriate level of analysis, infraclass coefficient-1 (ICC1) and infraclass coefficient-2 (ICC2) were calculated, which indicated that multilevel methods could be used. The corrected and adjusted F-statistic was also estimated to validate the results. For hypothesis testing, a mediation analysis was performed using Hayes’s “PROCESS MACRO” [106].
4. Results
4.1. Demographic Analysis
As the collected data recommends, the ratio of males compared to female respondents is extremely high; 84.92% of the total respondents consisted of males, and the remaining 15.07% consisted of females. A first glimpse at the data shows that most respondents were 21–40 years of age; that is, 60.66% of respondents lie in this age group. The ratio of other age groups 20 or less, 41–60, and above 60 years was 17.65%, 20.96%, and 0.74%, respectively. It has been observed that about 31.62% of the total research respondents were graduates, 19.49% of respondents were middle/matriculation, 20.22% were intermediate, and 28.68% of the research respondents were post-graduates. In terms of the experience of managers/non-managers, 50.74% of the total participants had 0 to 5 years of experience, 18.38% had 6–10 years of experience, 15.07% had less than 6 years, and the remaining 15.81% had more than 15 years of experience.
4.2. Descriptive Statistics
The descriptive statistics for all four variables in the study have been provided in Table 1 below, including the standard deviation, mean, inter-correlation, and Cronbach’s alpha. The correlational analysis clearly states a significant positive relationship between enterprise social media and employee competence (r = 0.41, p < 0.01). A positive relationship exists between enterprise social media and knowledge sharing (r = 0.38, p < 0.01). The correlational analysis also demonstrates that knowledge sharing is positively/significantly associated with employees’ competence (r = 0.42, p < 0.01).
4.3. Analytical Approach
Despite their diverse organizational backgrounds, all study participants were employed in the same office and reported to the same manager. As a result, the results of an ordinary least squares (OLS) regression may contain inaccurate and misleading data and biased estimates of the standard error (SE). To determine the appropriate level of research, we first calculated the infraclass coefficient-1 (ICC1), which quantifies the variance across supervisors, and the infraclass coefficient-2 (ICC2), which indicates the consistency of supervisors. This allowed us to determine the optimal investigational depth. The ICC1 values for enterprise social media, knowledge sharing, employee competency, and information relevance were all 0.10, whereas the ICC2 values ranged from 0.08 to 0.27, 10.3 to 33.0, and 0.25 to 0.25. Since all of our coefficient values fall within Cicchetti’s permissible range of 0.7, we may employ multilevel techniques [107].
The corrected and adjusted F-statistic has been determined to be statistically significant, with neither having a value less than 0.10. In order to comply with the recommendations, Kenny states that when the infraclass coefficients are greater than 0.30, the researcher must investigate each variable in his model individually [108]. The “PROCESS MACRO” function included in Hayes’ (2013) Statistical Package for the Social Sciences was used to evaluate the mediation-related first hypothesis [106,109]. Previous research used model-4 of the “PROCESS macro” for the mediation [110,111,112]. Hypothesis (H2) and model-7 was used for the moderated–mediation model. These models have been utilized for their respective functions.
4.3.1. Test of Mediation
The evaluation outcomes of mediation are displayed in Table 2 and Table 3 below. Both employee competence (Β =0.46, t = 0.13, p < 0.001) and knowledge sharing (Β =1.19, t = 12.30, p < 0.001) are significantly positively correlated with enterprise social media (ESM). The study also discovered a positive association between KS and EC (Β =0.52, t = 4.04, p < 0.001). Table C provides additional information regarding the positive effects of enterprise social media (ESM) on employee competence via knowledge sharing (Β =0.26, LLCI = 0.34, and ULCI = 0.09).
In addition to conducting a Sobel test with a bootstrapped 95% confidence interval to determine the indirect effects of workplace social media on employee competency through knowledge sharing (Sobel z = 2.81, p < 0.001), we conducted a normal theory test. According to the findings, the positive relationship between corporate social media and employee competence is mediated by the dissemination of information among employees. The study’s findings support this interpretation. Thus, H1 has been validated and is gaining support, which asserts that knowledge sharing mediates the positive relationship between corporate social media and employee competency.
The positive correlation between enterprise social media (ESM) and employees competence (EC) is backed by multiple research papers, as discussed in the literature review. Many studies pointed out that ESM platforms help employees enhance their skills and performance through knowledge sharing and collaboration [46,47,48,49,50]. The findings in Table 2 affirm this correlation, showing a significant positive relationship between ESM and EC (B = 0.46, p < 0.001). The mediation role of knowledge sharing (KS) between ESM and EC is also supported by both the literature review and the study results. Researchers, among others, indicated that knowledge sharing significantly contributes to the relationship between ESM and EC [47,48,51,59]. In Table 3, the significant positive indirect effect of ESM on EC via KS (B = 0.26, p < 0.001) further corroborates the mediating role of KS, providing empirical support for the hypothesis H1: “Knowledge sharing mediates the positive relationship between enterprise social media and employees’ competence”.
Thus, the results of the study are consistent with the conclusions of multiple previous studies indicating the positive impact of ESM on employee competency, mediated through knowledge sharing. Given that Pakistan’s business environment is rapidly becoming more digital, the findings of this study will have significant implications for food and beverage (FB) companies in Pakistan. There are several reasons why ESM systems could be utilized more frequently. Some of these objectives are to increase operational efficiency, facilitate collaboration and the generation of new ideas, and facilitate more dynamic interactions with customers and employees. The role of knowledge sharing as an intermediary suggests that ESM could be a useful instrument for fostering a culture of learning in these organizations, improving employee skills, and ultimately boosting output and service quality. Additionally, the fact that many Pakistani consumers use social media platforms is an additional reason for businesses to adopt their use. The impacts on survival are enormous. Companies in the food and beverage (FB) industry can improve their current business practices and be better prepared for future challenges and opportunities if they foster a culture of learning and skill development among their employees. This enhanced adaptability is crucial for long-term success, particularly in an industry as dynamic and competitive as the food and beverage industry. ESM can also make HR practices more affordable by increasing employee engagement, reducing training costs, and fostering a more open and creative work environment.
4.3.2. Test of the Moderated Mediation Model
Table 4 displays data from studies that used a mediated or moderated design. Employee competence (Β = 0.66, t = 4.50, p < 0.001) and information sharing (Β = 0.50, t = 5.62, p < 0.001) have both been observed to grow with the prevalence of enterprise social media (ESM). These are the results of fundamental mediated research. According to the findings, knowledge sharing (KS) and employee competence (Β = 0.40, t = 3.42, p < 0.01) have a positive association. This conclusion was reached by data analysis. The table shows a negative result when ESM and IR are considered jointly (Β = 14, t = 3.01, p < 0.05). The findings confirm the second hypothesis (H2a), which argues that the direct positive link between information sharing, and employee competency is modified by inter-organizational legitimacy (IR), with IR being strong, increasing the strength of the relationship.
Table 4 demonstrates that the moderated–mediation model analysis reveals a significant positive correlation between enterprise social media (ESM) use and employee competence (EC) in the Pakistani food and beverage industry, particularly when high information relevance (IR) is present. There could be multiple explanations for these findings. First, the prevalence of social media as a means of communication may have led to an increase in the openness and efficiency of information sharing in these companies. This makes workers more competent by allowing them to rapidly acquire new skills and knowledge. Moreover, companies in this industry may utilize ESM effectively to communicate timely and pertinent information, which may explain why IR plays such a significant role in this relationship. High IR ensures that the communicated information is beneficial, thereby enhancing the efficacy of the EC enhancement.
In terms of how this relationship affects sustainability, it encourages individuals to continue learning and enhancing their skills, which contributes to the sustainability of human capital. Using ESM can also help safeguard the environment by reducing the need for physical resources during information sharing. Nonetheless, businesses must ensure that the information communicated via ESM is not only beneficial, but also accurate, so as to preserve the integrity of knowledge and skill development. In addition, they must provide employees with ongoing assistance and training to ensure that they can make the most of ESM platforms and keep EC development on track.
The goal of this study was to investigate the potential direct and indirect effects of enterprise social media (ESM) on employee competence at different levels of information relevance (IR; −1, M, and +1 standard deviation) via the moderating influence of information relevance and the mediating influence of knowledge sharing, respectively. Table 4 shows that when the moderated effect of information relevance (IR) on the indirect effect of enterprise social media (ESM) on employee competency (EC) is high (Β = 0.23, LLCI = 0.34, ULCI = 0.09), it is significant. This is because IR works as a moderator for the IR effect. Consequently, our moderated mediation hypothesis (i.e., H2b: Information relevance will moderate the indirect positive connection between ESM and employee competency, resulting in a strong relationship when information relevance is high) is true.
The study’s findings, presented in Table 5 below, look at the impact of social media use in the workplace on the degree of employee competency attained through information sharing. The conditional indirect effects of corporate social media on employee competency via knowledge sharing are regulated by information relevance (at −1SD, MEAN, and +1SD), as seen in the first three rows of this table. The amount of the effect is displayed in the “Effect” column, but the standard error is displayed in the “SE” column. The lower and upper limits of the 95% confidence intervals are shown in the table’s “LLCI” and “ULCI” columns, respectively. The next three rows offer a succinct overview of the overall conditional indirect effects caused by the combination of the direct influence of corporate social media on staff competency and the indirect effect of knowledge sharing. Once again, the −1SD, MEAN, and +1SD cutoffs are used to categorize the data according to its relevance. The findings imply that using corporate social media to communicate information can boost employee competency, with the positive impact increasing with the amount of relevant content shared. A 95% degree of assurance indicates that the genuine impact is more likely between the lower and upper confidence intervals (LLCI and ULCI). All our hypotheses have been accepted.
The findings indicate that the use of enterprise social media (ESM) has a positive impact on employee competence (EC) in Pakistani food and beverage companies, with knowledge sharing (KS) playing a significant role in this association. This is notably evident when the communicated information is deemed to be of great importance, as indicated by a larger standard deviation (+1SD). Possible explanations include the fact that ESM platforms are highly collaborative and facilitate the sharing of ideas, vital information, and real-time feedback, all of which contribute to the enhancement of employees’ skills and knowledge. In addition, the relevance of the information may impact employee engagement with shared materials, which can affect their learning and skill development. The more pertinent the shared information, the more likely it is that employees will want to learn and apply it, thereby enhancing their skills. From a sustainability standpoint, promoting a philosophy of knowledge sharing through ESM could be a good method to continue enhancing employee skills and the company’s overall productivity, which could result in enhanced business performance. It also fosters an environment that is receptive to new ideas, which is beneficial to the organization’s long-term health. However, businesses must ensure that the content published on these platforms is relevant and beneficial to their employees. This will keep them motivated and interested in learning and skill development. The food and beverage industry in Pakistan is highly competitive, so retaining a skilled workforce could be a critical differentiator and a crucial component of the company’s business strategy.
5. Discussion
This study’s primary objective was to investigate how the use of enterprise social media (ESM) may impact an employee’s level of competence. This study was strengthened by incorporating the moderating effect of information relevance and the mediating effect of knowledge sharing. To provide answers to a variety of research queries, we devised several hypotheses. Knowledge sharing was included as a moderating variable in the model because it functions as a link between ESM usage and employee competence. In addition, information relevance was included as a second moderating variable in this study so that we could obtain a greater understanding of the extent and complexities of the relationship between ESM usage and employee competence.
To validating our hypotheses, we collected data from both supervisors and employees within the organization. This allowed us to obtain a diversity of perspectives from within the organization. According to the findings of this study, enterprise social media (ESM) and employee competency have a strong and positive correlation. This discovery sheds light on the significance of digital tools and platforms in the process of enhancing employee skills and competencies. The potential benefits that can be obtained by integrating ESM technologies into an organization’s daily operations is an essential conclusion that can be derived from this study. By doing so, businesses have the potential to foster a culture of continuous learning and knowledge exchange, which may ultimately result in an increase in the total skills and capacities of their workforce. On the other hand, we discovered that the intensity of the association between ESM usage and employee competence is dependent on the platform’s ability to provide relevant information. This was one of our more unexpected discoveries. This suggests that for ESM to have a significant impact on employee competence, organizations must ensure that the information conveyed is pertinent to the activities and responsibilities of their employees.
5.1. Theoretical Implications
Operationalization of the social capital theory provides a strong theoretical framework for our study, which is one of its primary contributions. Utilizing the social capital theory, our investigation focuses on the significance of social relations businesses can be essential sources of capital that businesses can utilize to promote the expansion of their human resource capacities. When employees have important social contact with one another, their awareness and engagement are enhanced. The current study utilized the social capital theory to investigate how ESM tools affect employees’ performance and skill sets [113]. This theory is founded on a comprehensive conception that accurately reflects the complexity of ESM’s application in business settings. This study employs the social capital theory due to its capacity to investigate power relations at the organizational and individual levels and how employees reproduce structure via habitus. The purpose of the current study was to shed light on the relationship between the use of social media in the workplace and the level of expertise exhibited by the employees of an organization that utilized such media. We drew on the concept of social capital theory, the moderating influence of information, to better understand knowledge sharing and the relationship between businesses’ use of social media platforms and the level of staff competency.
Companies rely significantly on social media platforms for internal communication and information dissemination today. Sun, Zhou, and colleagues argue that corporate social media networks make it easier for employees to share their knowledge within an organization by leveraging Internet technologies [23]. It is impossible to overstate the significance of the relationship between an organization’s use of social media platforms and the abilities of its workforce. This study examines the function of knowledge sharing as a mediator between social media usage’s influence on employee competency in the workplace. The research concentrates specifically on the relationship between these two factors. Social media platforms simplify employees’ sharing of knowledge, increasing employee competence. Therefore, the exchange of information functions as a moderator between employee skills and the social media platforms utilized by the organization. The level of trust between colleagues increases when they discuss sensitive matters in private. If employees continue to share pertinent information, the correlation between disseminating beneficial information and increased employee capacity will continue to improve.
5.2. Practical Implications
Enterprise social media (ESM) has the potential to enhance employee competence (EC) in organizations, particularly in Pakistan’s food and beverage industry, according to the current study. It provides a comprehensive explanation of how everything operates and useful information for businesses. It has been demonstrated that ESM improves employee performance and skills, so businesses should utilize it strategically. To reap the benefits of ESM, however, you must use it properly and adhere to specific rules and policies [114]. In order to prevent people from using ESM inefficiently and ineffectively, which could have a negative impact on productivity, businesses should establish comprehensive ESM rules that emphasize ethical use, privacy, and the quality of content. Second, knowledge sharing (KS) within organizations is a crucial aspect of the collaboration between ESM and EC. Encourage an environment that makes it simple for people to communicate and work together to learn. Businesses could facilitate this by providing ESM tools that promote interactive conversations, shared workstations, and community bulletin boards. Fostering KS through ESM not only makes individuals better at their employment, but it also increases a company’s knowledge capital and is geared toward profit [60,80].
Employers should use motivational-reward practices to encourage employees to voluntarily share information. This could entail recognizing individuals in team meetings, awarding prizes for innovative ideas, or even providing tangible incentives for participation on ESM platforms [82]. Lastly, the study demonstrates the significance of valuable information when employing ESM. Businesses must ensure that the content disseminated via ESM platforms corresponds to the interests and requirements of their employees. Irrelevant information can decrease user interest and diminish the positive effects of ESM on EC [97,98]. Companies could use AI-based content curation tools to personalize and accelerate the distribution of information to each employee based on their job, hobbies, and learning requirements. In conclusion, the practical implications of this study indicate that ESM must be implemented and managed systematically. By doing so, businesses can enhance their employees’ skills and performance, as well as increase their output and profitability.
6. Conclusions
In conclusion, this study investigated the moderating effect of information sharing on the relationships between employee competency, knowledge sharing, and corporate social media. The data were analyzed using multilevel approaches, accounting for variations among employees and subordinates reporting to the same supervisor in diverse institutional contexts. The findings revealed positive effects of information sharing on employee competence and knowledge sharing. Furthermore, information exchange was found to enhance the mutually beneficial relationship between a company’s social media presence and the competence of its workforce. This supported the first hypothesis, suggesting that information sharing mediates the positive relationship between enterprise social media and employee competency, thus validating the hypothesis.
The findings shed light on the relationship between workplace social media, information exchange, and employee competence. Firstly, empirical evidence was provided to confirm that knowledge sharing is a mediator best workplace social media use and employee competency improvements. Secondly, the study expanded our understanding of the factors influencing worker competence. The study emphasized the importance of employing multilevel techniques to reduce bias and provide accurate data. The conclusions contribute to the growing body of research on the economic benefits of leveraging social media for business purposes. However, the study has its limitations. The research focused on a small portion of manufacturing firms in the Multan metropolitan area, suggesting that the findings might not represent the broader population of companies. This was a consequence of the global COVID-19 pandemic. Future studies should endeavor to include as many companies as possible. The self-assessment methodology employed in this study may also have introduced bias, as employees tend to overestimate their skills. This issue could be mitigated by using multiple sources of information. Furthermore, the study was limited to manufacturing industry employees in Multan and its surrounding areas, and therefore, its findings may apply to the broader regional service industry. Future studies should consider including the service sector.
Conceptualization, M.C., A.A. and M.I.; Methodology, M.C.; Software, A.A.; Validation, M.C. and M.I.; Formal analysis, M.I.; Investigation, M.B.; Resources, M.B.; Data curation, M.B., A.A. and M.I.; Writing—original draft, A.A.; Writing—review & editing, A.A.; Supervision, A.A.; Project administration, M.I.; Funding acquisition, M.C. All authors have read and agreed to the published version of the manuscript.
The study was conducted in accordance with the Declaration of Helsinki, and approved by the Institutional Review Board (or Ethics Committee) of Xijing University, Shaanxi (234001-03-02-2023). for studies involving humans.
Informed consent was obtained from all subjects involved in the study.
The data presented in this study are available on request from the corresponding author. The data are not publicly available due to privacy.
The authors declare no conflict of interest.
Footnotes
Disclaimer/Publisher’s Note: The statements, opinions and data contained in all publications are solely those of the individual author(s) and contributor(s) and not of MDPI and/or the editor(s). MDPI and/or the editor(s) disclaim responsibility for any injury to people or property resulting from any ideas, methods, instructions or products referred to in the content.
Intercorrelations, descriptive statistics, and estimated reliabilities among the latent variables.
| Variables | M | SD | 1 | 2 | 3 | 4 | 5 | 6 |
|---|---|---|---|---|---|---|---|---|
|
1.03 | 0.48 | -- | |||||
|
2.32 | 1.25 | 0.04 | -- | ||||
|
2.65 | 0.76 | 0.07 | 0.05 * | -- | |||
|
1.97 | 0.83 | 0.02 | 0.12 ** | 0.16 * | -- | ||
|
1.45 | 0.51 | 0.25 | 0.18 | 0.21 | 0.33 | (0.87) | |
|
1.51 | 0.90 | 0.09 | −0.04 | −0.25 | −0.27 | 0.38 ** | (0.79) |
Notes: N = 272 employees; significant at: * p < 0.05; ** p < 0.01; figures in parentheses are alpha internal consistency reliabilities.
Results of the mediation analysis.
| Antecedents | Knowledge Sharing | Employee Competence | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| B | SE | t | LLCI | ULCI | R2 | B | SE | t | LLCI | ULCI | R2 | |
| 0.54 *** | 0.48 *** | |||||||||||
| Constant | 1.38 | 0.41 | 5.65 *** | 1.08 | 2.19 | 4.27 | 0.45 | 11.70 *** | 4.66 | 5.92 | ||
| Enterprise Social Media | 1.19 | 0.12 | 12.30 *** | 0.92 | 1.37 | 0.46 | 0.13 | 5.68 *** | 0.74 | 0.37 | ||
| Knowledge Sharing | ... | … | … | … | … | 0.52 | 0.17 | 4.04 *** | 0.98 | 0.15 | ||
| Control Variables | ||||||||||||
| Gender | 0.12 | 0.08 | 1.87 | −0.43 | 0.14 | 0.05 | 0.15 | 0.57 | −0.09 | 0.21 | ||
| Age | −0.01 | 0.04 | −0.07 | −0.09 | 0.11 | 0.08 | 0.1 | 0.68 | −0.06 | 0.19 | ||
| Education | −0.03 | 0.08 | −0.12 | −0.15 | 0.13 | −0.02 | 0.09 | −0.75 | −0.16 | 0.1 | ||
| Experience | −0.13 | 0.12 | −1.31 | −0.18 | 0.07 | −0.07 | 0.12 | −0.78 | −0.17 | 0.2 | ||
*** p < 0.001.
Results of direct, indirect, total and normal theory effects.
| Predictor | Effect | LLCI | ULCI |
|---|---|---|---|
| Direct effects | |||
| Enterprise Social Media on Employee Competence | 0.38 | 0.55 | 0.27 |
| Indirect effects | |||
| Enterprise Social Media on Employee Competence via Knowledge Sharing | 0.26 | 0.34 | 0.09 |
| Total effects | |||
| Enterprise Social Media on Employee Competence | 0.67 | 0.91 | 0.48 |
| Normal theory test for indirect effects | B | SE | Z |
| Enterprise Social Media on Employee Competence via Knowledge Sharing | 0.17 | 0.11 | 2.81 *** |
N = 272 employees; LLCI = lower level of the 95% confidence interval; ULCI = upper level of 95% confidence interval; *** p < 0.001.
Results of the moderated–mediation model analysis.
| Antecedents | Knowledge Sharing | Employee Competence | ||||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| B | SE | t | LLCI | ULCI | R2 | B | SE | t | LLCI | ULCI | R2 | |
| 0.47 *** | 0.49 *** | |||||||||||
| Constant | 3.45 | 0.39 | 11.87 *** | 2.81 | 4.05 | 3.87 | 0.51 | 6.55 *** | 2.65 | 4.70 | ||
| Enterprise Social Media | 0.50 | 0.12 | 5.62 *** | 0.45 | 1.11 | 0.66 | 0.10 | 4.5 *** | 0.69 | 0.15 | ||
| Knowledge Sharing (KS) | … | … | … | … | … | 0.40 | 0.09 | 3.42 ** | 0.58 | 0.12 | ||
| Information Relevance (IR) | … | … | … | … | … | 0.18 | 0.24 | 0.40 | −0.21 | 0.18 | ||
| Knowledge Sharing X IR | … | … | … | … | … | 0.14 | 0.07 | 3.01 ** | −0.18 | −0.02 | ||
| Control variable | ||||||||||||
| Gender | 0.04 | 0.02 | 0.22 | −0.19 | 0.08 | 0.07 | 0.13 | 0.25 | −0.06 | 0.18 | ||
| Age | −0.05 | 0.04 | −0.38 | 0.04 | 0.16 | 0.09 | 0.07 | 1.18 | −0.12 | 0.04 | ||
| Education | −0.08 | 0.05 | 1.18 * | −0.14 | −0.03 | −0.05 | 0.08 | −0.33 | −0.09 | 0.05 | ||
| Experience | −0.04 | 0.07 | −0.85 | −0.01 | 0.07 | −0.02 | 0.03 | −0.66 | −0.04 | 0.07 | ||
* p < 0.05; ** p < 0.01; *** p < 0.001.
Results of conditional indirect effects and total conditional effects of enterprise social media on employee competence at multiple values of information relevance.
| Predictor | Mediator | Moderator | Effect | SE | LLCI | ULCI |
|---|---|---|---|---|---|---|
| Enterprise Social Media on Employee Competence | Knowledge Sharing | Information relevance at −1SD | 0.16 | 0.14 | 0.35 | 0.1 |
| Enterprise Social Media on Employee Competence | Knowledge Sharing | Information relevance at MEAN | 0.18 | 0.11 | 0.38 | 0.12 |
| Enterprise Social Media on Employee Competence | Knowledge Sharing | Information relevance at +1SD | 0.23 | 0.09 | 0.34 | 0.09 |
| Total Conditional indirect effects | ||||||
| Enterprise Social Media on Employee Competence | Knowledge Sharing | Information relevance at −1SD | 0.51 | 0.09 | 0.72 | 0.55 |
| Enterprise Social Media on Employee Competence | Knowledge Sharing | Information relevance at MEAN | 0.53 | 0.08 | 0.77 | 0.53 |
| Enterprise Social Media on Employee Competence | Knowledge Sharing | Information relevance at +1SD | 0.58 | 0.07 | 0.73 | 0.48 |
N = 272 employees; LLCI = lower level of the 95% confidence interval; ULCI = upper level of 95% confidence interval.
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1 College of Communication, Xijing University, Xi’an 710123, China
2 Department of Commerce, Government College of Commerce, Multan 60030, Pakistan;
3 Department of Management Sciences, Muhammad Nawaz Sharif University of Engineering and Technology, Multan 60030, Pakistan;
4 Institute of Banking and Finance, Bahauddin Zakariya University, Multan 60800, Pakistan