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The study aims to investigate the time for social media posts and reviews in order to determine the best timing to ensure maximum outreach and interactions from users. The study intends to analytically investigate a company's Facebook and Instagram pages to get meaningful insights for effective post management.

“Great Deal Tires” company’s Facebook and Instagram business pages were taken as the case study and patterns and analytical insights for different posts using Facebook and Instagram analytics were identified. The study categorically selected posts from Facebook pages and Instagram pages that were posted at different times and assessed on their impact.

According to the study, Tuesday and Wednesday have higher engagement on the Great Deal Tires Facebook page, while Friday has higher engagement on Instagram. The study also provided valuable insights into post content and timing in order to increase the marketing impact of the posts.

The study provides an analytical framework for analyzing post and review timing on various company business pages, allowing marketers to initiate more user visits and interactions.

The primary objective of the present study was to develop an appropriate scale for evaluating LMX by investigating how individuals personally perceive and encounter distinct relationships (both high quality and low quality) with their supervisors, with a specific focus on the Indian context.

The scale was administered on a sample of 290 middle-level managers from two large manufacturing organizations located in North India.

The factors identified as important for the construct of leader-member exchange were affect, loyalty, and contribution.

The internal consistency reliability of the LMX contribution dimension is very low. Future researchers should add a few additional items to increase the reliability of the contribution scale of LMX scale so that it fulfills adequate criteria of reliability. Further, the supervisor–subordinate relationship from both supervisor and subordinate perspectives should also be examined.

This study has made significant advancements in the field of LMX. The findings will also be utilized by the authorities of the organization in focusing future training for its managers.

The findings of this research will help not only advancement in the field of LMX but will also help the manager using LMX to influence subordinates to have better knowledge on which factors to focus on to get better results.

Overall, the results of the current study provide evidence for the sound reliability and validity of the leader-member exchange scale with employees of Indian manufacturing organizations, supporting its use with these populations. Further, this scale is suitable not only in Indian culture but also in the Western cultural context, as the results corroborate the findings of Western scholars, indicating a fair level of cross-cultural validity. However, future research should also address the cross-validation of the factor structure of LMX on other samples and occupations.

The purpose of this study is to review the overall trends in diversity, equity and inclusion (DEI) research in the management field.

We performed a scoping review to comprehensively understand how DEI research has been conducted and to inform future research and practices in the management field. We reviewed 725 articles published from 1976 to 2022 in SSCI-indexed management journals. We examined publication profiles (number of articles and research focus), publication tendency (journals and years), chronological publication trends, work environments (traditional vs remote/virtual work settings) and dimensions of DEI, including age, gender, race and culture.

We identified six common DEI research themes: (1) DEI management and practice, (2) perspectives on DEI, (3) team/group diversity, (4) DEI conceptualization, (5) leadership for DEI and (6) DEI climate. Finally, discussion, implications and recommendations for future research are presented.

Our research provides a comprehensive outline of the DEI research and suggests future directions to contribute to and advance knowledge on DEI in the management field.

This study aims to investigate whether and how high-growth start-ups led by young Italian entrepreneurs are using their unique resources and capabilities – such as innovative business models, technological advancements and entrepreneurial drive – to address key environmental, social and governance (ESG) challenges.

Adopting a qualitative approach and grounded in resource-based view theory, the study analyses data from 42 in-depth interviews with founders and co-founders of high-growth start-ups operating in the Italian context.

The findings reveal that 85% of the young Italian entrepreneurs interviewed are leveraging their unique resources and organisational capabilities, including adaptability, sustainability-oriented innovation and stakeholder engagement, to tackle ESG challenges effectively. Specifically, start-ups are innovating in areas such as renewable energy adoption, inclusive employment practices and governance transparency.

Ad hoc policies can play an important role in creating supportive environments that encourage start-ups to innovate sustainably and align their operations with ESG principles. For entrepreneurs, this study provides a roadmap for incorporating sustainability into their business models, emphasising ESG’s role in achieving societal and environmental impact alongside economic growth.

High-growth start-ups are shown to play a transformative role in addressing critical social and environmental challenges. By prioritising ESG factors, these organisations not only contribute to environmental conservation and social equity but also set benchmarks for sustainable corporate practices, driving broader social change.

This study uniquely explores the intersection of entrepreneurship and sustainability within high-growth Italian start-ups, shedding light on how young entrepreneurs address ESG challenges – an area largely underexplored in current literature.