Exploring the Challenges and Opportunities of Social Media for Organizational Engagement in SMEs: A Comprehensive Systematic Review

1. Introduction

Small and Medium-sized Enterprises (SMEs) play a crucial role in economic growth, by innovation and entrepreneurship, social cohesion, and a foundation for large firms. However, they face several obstacles in the organizational engagement. In this age of digital communication that continues to expand timely, social media has emerged as a pivotal tool for organizational engagement for SMEs. It offers unprecedented opportunities to connect with audiences, enhance brand visibility, and foster customer relationships through platforms like Facebook, Instagram, LinkedIn, and Twitter [1]. The rapid growth of digital platforms has not only transformed traditional methods of communication but also revolutionized how organizations interact with their customers. For SMEs, which often operate with limited resources, social media provides a cost-effective avenue to compete on a global scale, build meaningful relationships, and maintain a consistent presence in the market. The global adoption of social media among SMEs has seen significant growth, with recent statistics indicating that 90.1% of SMEs are now utilizing social media for marketing and customer engagement purposes [62]. This widespread adoption underscores the relevance of examining how social media is impacting organizational engagement in practice. While some scholars emphasize the strategic benefits of these platforms highlighting how they foster authentic, dynamic communication channels and help SMEs engage with larger audiences [4], others raise concerns about the ethical and operational pitfalls associated with data privacy, algorithmic control, and the potential for online backlash [5]. Diverging hypotheses in the literature focus on whether social media provides long-term benefits or whether it introduces unsustainable business risks for SMEs.

This review aims to critically analyze the existing literature, providing a balanced assessment of both the advantages and challenges that social media presents for SMEs. By synthesizing key publications, it will highlight strategic insights into the effective use of social media for engagement while addressing significant concerns related to privacy, negative feedback, and information overload [2,3]. Furthermore, this review aims to inform both academics and practitioners, offering evidence-based insights that could guide future research and provide practical recommendations for SMEs looking to optimize their social media strategies. Table 1 outlines the gaps in existing research, by showing the respective opportunities and disadvantages in the study based on use of social media in SMEs for organizational engagement.

The identified gaps in the literature reveal several critical areas that the proposed systematic review will address. Existing studies often focus narrowly on specific sectors or regional markets, limiting their applicability to SMEs across diverse industries and geographic contexts. Furthermore, while many works highlight social media’s impact on customer interaction, there is a lack of comprehensive examination into key performance indicators (KPIs) such as ROI, brand loyalty, and customer trust, which are crucial for measuring long-term success. Additionally, challenges such as resource constraints, digital literacy, and privacy concerns are often noted but not adequately addressed with actionable strategies for SMEs. Another gap lies in the limited exploration of how recent algorithm changes on social media platforms affect SME engagement strategies. Finally, the current literature lacks a thorough investigation into the long-term effects of social media strategies on SME performance, with most studies focusing only on short-term gains. This review aims to fill these gaps by providing a holistic analysis of both the challenges and opportunities social media presents for SMEs, offering practical insights to optimize engagement strategies and sustain long-term success.

1.1. Research Questions

Despite a significant body of research on the use of social media for SME organizational engagement, a systematic review that comprehensively examines the relative challenges and opportunities remains underrepresented in the literature. This work aims to bridge this gap by systematically examining the available literature on social media's role in SME organizational engagement. To achieve this, the following research questions are explored:

• RQ1: How can organizations utilize social media strategies to enhance brand loyalty among existing customers?
• RQ2: What strategies are most effective for organizations in mitigating the impact of negative feedback on social media?
• RQ3: How do privacy concerns influence customer trust and engagement on social media platforms?
• RQ4: How have recent algorithm changes on social media platforms affected organic reach and engagement strategies for organizations?
• RQ5: What key performance indicators (KPIs) are most reliable for measuring the return on investment (ROI) of social media engagement in SMEs?

1.2. Rationale

The rapid proliferation of social media has significantly transformed the way organizations engage with their audiences. This shift presents both immense opportunities and notable challenges. As businesses increasingly rely on digital platforms to connect with customers and foster brand loyalty, it is essential to understand the full scope of social media's impact. This study is particularly timely in exploring how SMEs can capitalize on social media while navigating its inherent challenges, such as managing feedback, privacy issues, and evolving platform algorithms. Given the dynamic nature of these digital environments, staying informed on their developments is crucial for ensuring effective and strategic engagement. This review aims to provide valuable insights that will inform decision-making processes and improve the integration of social media into organizational strategies for SMEs.

1.3. Objectives

The objectives of this study are centered around examining how SMEs can leverage social media strategies to enhance customer engagement, manage negative feedback, and respond to privacy concerns, while also assessing the return on investment (ROI) of these efforts. The research is framed by the following goals:

• To investigate how organizations can use social media strategies to enhance brand loyalty among existing customers.
• To explore effective strategies for mitigating the impact of negative feedback on social media.
• To analyze how recent algorithm changes have affected organic reach and engagement strategies for organizations.
• To examine the influence of privacy concerns on customer trust and engagement on social media platforms.
• To identify reliable key performance indicators (KPIs) for measuring the return on investment (ROI) of social media engagement in SMEs.

Table 2. The Entailed Objectives and their Correlation to the Proposed Research Questions.

Objectives	Correlation to RQs
To investigate how social media strategies enhance brand loyalty among existing customers.	RQ1
To explore strategies for mitigating negative feedback on social media.	RQ2
To analyze the impact of recent social media algorithm changes on organic reach and engagement strategies.	RQ4
To examine privacy concerns and their influence on customer trust and engagement.	RQ3
To identify KPIs for measuring ROI of social media engagement in SMEs.	RQ5

Table 2. The Entailed Objectives and their Correlation to the Proposed Research Questions.

Objectives	Correlation to RQs
To investigate how social media strategies enhance brand loyalty among existing customers.	RQ1
To explore strategies for mitigating negative feedback on social media.	RQ2
To analyze the impact of recent social media algorithm changes on organic reach and engagement strategies.	RQ4
To examine privacy concerns and their influence on customer trust and engagement.	RQ3
To identify KPIs for measuring ROI of social media engagement in SMEs.	RQ5

1.4. Research Contribution

This systematic review synthesizes existing literature on how social media influences organizational engagement, providing a comprehensive overview of both the opportunities and challenges SMEs face. Previous research has often addressed individual aspects of social media engagement; this review consolidates these elements, offering a balanced perspective on social media’s dual impact. The findings highlight the strategic benefits of improved customer engagement and brand awareness while critically addressing issues such as privacy concerns, information overload, and the effective management of negative feedback. This review provides valuable insights for both scholars and practitioners by offering a nuanced understanding of social media’s role in SME organizational engagement. Additionally, it cautions against an overly optimistic view of social media, acknowledging the risks and contextual nuances involved in its use.

1.5. Reasearch Novelty

This study contributes to the body of knowledge by offering a focused examination of social media’s role in SME organizational engagement, filling a gap in existing literature that predominantly centers on large enterprises. By concentrating on SMEs, this review provides detailed insights into how these organizations can overcome resource limitations while maximizing customer engagement through strategic social media use. Furthermore, the study explores external factors influencing SME social media strategies, such as consumer behavior changes, platform regulations, and emerging digital trends.

The manuscript is organized as follows: Section 2 reviews the literature on social media's impact on SMEs, outlining key opportunities and challenges. Section 3 details the systematic review methodology employed in this study, including the search strategy, eligibility criteria, and data analysis techniques. Section 4 presents the findings of the review, addressing the identified research questions. Section 5 discusses the implications of the findings for SME organizational engagement strategies and highlights areas for future research. Finally, Section 6 concludes the study, summarizing the key takeaways and offering strategic recommendations for practitioners.

2. Materials and Methods

This section outlines the systematic approach undertaken to analyze the challenges and opportunities of social media for SMEs' organizational engagement. The study spans a 10-year period, focusing on publications from 2014 to 2024. Based on a thorough review of the literature, it appears that no other studies have provided a comprehensive analysis of this topic within this timeframe. Figure 1 outlines steps/sections that were followed towards the completion of this systematic review, The methodology comprises guidelines for selecting studies, data origins, and the method utilized to review the collected literature laying the groundwork for an in-depth examination of each aspect in these sections. Figure 1 outlines a summary of sections in this systematic review

2.1. Eligibility Criteria

A systematic review of all accessible, peer-reviewed papers related to social media's impact on SMEs' organizational engagement was conducted. The search targeted English-language publications from 2014 to 2024. This period is due to the rapid evolution of social media platforms and digital marketing strategies over the past decade, which have significantly influenced organizational engagement practices in SMEs. Earlier studies were excluded to ensure that the review reflects the most current and relevant insights, considering recent advancements in social media technology and usage patterns. The inclusion criteria focused on research that directly explores the opportunities and challenges associated with social media engagement in SMEs. Specific frameworks, such as models of digital marketing impact, customer engagement strategies, and organizational communication theories, were deemed acceptable. Articles that incorporated these frameworks and provided a deep analysis of social media's role in SMEs' organizational engagement were included. Studies that did not meet these criteria were excluded from the analysis. Table 3 summarizes the inclusion and exclusion criteria for this study.

The timeframe of a decade period (2014-2024) was chosen due to significant developments in social media technology and strategies within the last decade. It captures the evolution of platforms like Instagram, LinkedIn, and newer features on platforms like Facebook and Twitter that have redefined organizational engagement. The study focused on articles that employed specific frameworks such as digital marketing impact models, customer engagement strategies, and organizational communication theories. This specificity ensured a targeted analysis of social media's strategic impact on SMEs.

2.2. Information Sources

For this systematic review, three primary databases were utilized: SCOPUS, Google Scholar, and Web of Science. These databases were selected for their extensive coverage of peer-reviewed literature and their multidisciplinary scope, ensuring a comprehensive retrieval of relevant studies. The search process involved using a combination of keywords and phrases pertinent to the study's focus on social media and organizational engagement in SMEs. These sources were accessed through well-established academic databases, including Scopus, Web of Science, and Google Scholar. Each source was carefully selected based on predefined inclusion criteria to maintain the quality and reliability of the review, also Figure 2 outlines information sources steps in this systematic review.

• Web of Science: A multidisciplinary database providing access to a vast collection of high-quality, peer-reviewed research articles, conference proceedings, and book chapters across various fields, known for its citation tracking and analysis tools.
• Scopus: A comprehensive abstract and citation database covering a wide range of disciplines, including science, technology, medicine, social sciences, and arts and humanities, offering detailed citation metrics and high-quality research content.
• Google Scholar: A freely accessible search engine indexing scholarly literature from a diverse array of sources, including journal articles, theses, books, conference papers, and patents, providing broad coverage and accessibility to research materials.

2.3. Search Strategy

The search process involved using a combination of keywords and phrases pertinent to the study's focus on social media and organizational engagement in SMEs, Table 4 outlines the keywords combination used.

Using all the search terms supplied on table 4, a typical search string code applied in the databases was: ("Social Media" OR "Online Platform" OR "Digital Media") AND ("Organizational Engagement" OR "Company Engagement" OR "Business Interaction") AND ("Opportunities" OR "Benefits" OR "Advantages") AND ("Challenges" OR "Barriers" OR "Disadvantages") AND ("SMEs" OR "Small and Medium-sized Enterprises" OR "Small Business"). The total number of results from the initial search from each database is summarized in Table 5.

This search strategy was tailored and applied for each database, adapting and expanding the search terms based on the specific features of each, such as Boolean operators and filters. The process involved reviewing titles, abstracts, and keywords to identify studies that met the eligibility criteria. A broad range of materials, including journal articles, conference papers, book chapters, dissertations, and theses, was considered to ensure a diverse pool of relevant research.

To select the most needed or wanted research papers, a search process that was motivated by [6] and [7] was used and followed step-by-step for efficiency. The following diagram demonstrates the steps used to categorize the research papers that are related to the opportunities and challenges of social media for SMEs Organizational Engagement:

Following the above steps from Figure 3, from the three online databases, we choose research papers related to our study were conducted as the first step. Secondly, the published papers that focused on the Opportunities and Challenges of Social Media for SMEs Organizational Engagement were selected and those which were not related to our study were excluded after being examined. Each reference list was checked for any extra citations that might point to new research papers and they were gathered. In the last step, When the search process reached the infiltration stage, where no more additional research could be found, the culling process began. The list of research papers that were chosen was cleaned and checked to check their relevance to the study. The steps used for this filtration are as follows: In the first step, the research titles were checked and scanned to see if they were relevant, and the abstract of the research papers and contents were also scanned to see if the content was important. The research papers were examined and reviewed again based on these criteria: they had to be published in English and include relevant frameworks to this study. The selected research papers had to be papers on similar topics from the last 10 years.

2.4. Selection Process

This systematic review involves a subtle selection process to define which scholarly papers meet the eligibility criteria outlined in the previous section (2.1). This precise procedure is vital for guaranteeing the veracity and relevance of the literature included in the review. The selection process evolves in numerous steps, starting with identifying potentially eligible papers with a broad search strategy that employs a targeted wordlist. At the outset, the titles and abstracts of the papers are screened to eradicate unrelated papers. Then full-text critiques are carried out to evaluate the eligibility of the residual papers in better detail. It is pivotal to record the number of papers identified, screened, and included in the review, preferably portrayed in a PRISMA flow diagram, this diagram summarizes the selection process and details the reasons for exclusions at each stage. To improve the dependability of the resulting papers, several reviewers partake in the screening process, with each record being independently assessed by at least two reviewers, minimizing potential bias. Any clashes from the screened papers among reviewers are resolved through certain agreement or by consulting the alternate reviewer or AI, assuring a lucid decision-making process. The incorporation of automation tools has considerably simplified the selection process, aiding first screening by removing duplicates and prioritizing records based on predefined criteria. For example, software like Microsoft Excel 2016 assists in structuring records efficiently. Detailed documentation of the selection methods is crucial for distinctness, including the number of records screened, excluded studies, and the rationale for exclusion, such as ineligible research frameworks. furthermore, only papers presented in English were considered, enforcing the exclusion of any abstracts or papers written in any other language. This level of detail not only amplifies the credibility of the review but also gives a structure for future researchers to duplicate the procedure. Henceforth, a systematic review of this nature requires an organized approach to study selection, involving independent reviewers, the use of automation tools, and thorough documentation of the methodologies used.

2.5. Data Collection Process

A systematic data collection procedure was implemented to maintain precision. Three reviewers (T.M, R.E and M.N) independently gathered the data, while the fourth reviewer (B.A.T) validated the process to minimize errors and biases. Any disagreements were addressed through discussion until a consensus was reached among the reviewers. In cases where concerns about the data persisted, the fourth reviewer, an expert in the field, was consulted to review, verify, and ensure the reliability of the data interpretation. Feedback from the expert reviewer was provided to the first reviewer when inconsistencies were identified. The search for research papers was conducted across three different online databases, and when multiple reports from the same study were encountered, a comprehensive inclusion criterion, outlined in Table 4, was followed. This ensured the selection of recent, highly relevant data, and only papers written in English were included to minimize data bias and avoid potential misinterpretations that may arise from translation processes. Figure 4 illustrates the steps involved in the data selection and extraction processes.

2.6. Data Items

In this Systematic Literature Review, the focus is on gathering information that explores the challenges and opportunities of social media for SMEs' organizational engagement. The outcomes are categorized based on research questions to provide a comprehensive understanding of the subject. This section of study outlines the methods used for Data Items.

2.6.1. Data Collection Method

In this systematic literature review (SLR), data was identified, analyzed, and assessed to ensure it met the rigorous inclusion criteria outlined in the previous section. The review concentrated on data pertinent to key social media metrics, including engagement, conversion rates, ROI and KPIs, and sentiment analysis. These metrics were examined over a decade-long publication timeframe, spanning from 2014 to 2024. Studies included in the review were required to provide sensible data on these metrics and demonstrate clear relevance to social media activities within SMEs. Priority was given to high-quality research studies that closely linked social media performance to SME outcomes, ensuring the inclusion of the most applicable data. Initially, the review focused on metrics such as subscriber or follower growth and brand awareness, both of which contribute to the strategic success of SMEs. However, metrics like engagement, reach, impressions, click-through rates, conversion metrics, ROI, and sentiment analysis were found to align more directly with the review's objective, particularly in relation to SME strategic success. Figure 5 illustrates the step-by-step process followed in selecting relevant studies from the dataset.

2.6.2. Collected Data Variables Definition

Data was gathered from the specific online depository mentioned in the research studies, which included details such as the study title, year of publication, online databases, journal names, research types, industry contexts, geographical locations, economic contexts, types of social media platforms, social media metrics, applicable technology providers, technology implementation models, research designs, types of studies, sample sizes, sample characteristics, methods of data collection, data analysis techniques, social media performance metrics, business performance metrics, organizational outcomes, and long-term impacts. A summary of these variables is also available on an Excel spreadsheet compiled for this systematic review. The economic context in this review examines the type of countries where social media metrics investments in SMEs either existed or were lacking, helping to uncover the factors that influence SMEs' ability to meet organizational and long-term objectives, particularly regarding financial investments. In instances where some studies lacked specific details about social media platforms or industry context for SMEs, educated assumptions were made based on patterns observed in other published studies or case studies. This allowed for associating certain social media metrics with specific studies, and unspecified industries were presumed to be relevant in similar industry contexts. Table 6 outlines all the selected fields and their respective descriptions, and examples of data found in the fields

2.7. Study Risk of Bias Assessment

One of the most important tools for assessing the quality of nonrandomized research which includes group and case-control studies is the Newcastle-Ottawa Scale. The selection of study groups, group comparability, and outcome or exposure evaluation are its three main areas of concentration. For certain criteria within these areas, each assessment is assigned a star rating where a rating of nine stars indicates a lesser degree of bias. Comparison, which deals with how comparable the groups are with respect to important confusing factors such as Outcome/Exposure, which deals with defining the outcomes in group studies or identifying exposures in case-control studies; and Selection, which evaluates the evaluation process by using the NOS for the selection of study groups and representatives. It is considered to have a Low Risk of Bias for studies that have accrued 7-9 stars, Moderate Risk of Bias for 4-6 stars and High Risk of Bias for 0-3 stars based on the total in these categories. Each study was reviewed independently by two reviewers with any disagreements resolved by discussion and a third reviewer if required. On the other hand, it is important to underline that no automation tool was used, considering the risk of bias. Table 7 illustrates the structure of Newcastle-Ottawa Scale table for assessing the risk of bias in the studies [119,120,121,122,123,124,125,126,127,128,129,130,131,132,133].

Through the examination of particular performance criteria, the study examined the success of social media techniques. This included follower growth, conversion rates, and engagement rates. To ensure equality and openness in the review process, two separate reviewers rated the probability of bias for each selected study, as shown in Figure 6. When there were disagreements between the reviewers' perspectives, they talked about them in an effort to come to a mutual understanding. Should the disagreement continue, the second reviewer stepped in and offered a final expert decision. Using personal online analytics tools required more complex measures in cases when studies contained confusing data or lacked data on particular variables. Any uncertainties were clarified, for instance, by identifying reliable resources such as Web of Science, Scopus, and Google Scholar. To ensure accuracy and completeness in the assessment process, a comprehensive manual search of online repositories was carried out to prevent bias.

This highlights two important points which are working together to examine a research study is critical and paying close attention to even the smallest details. The use of many reviewers and verification from reliable sources shows that the review considers potential bias and assesses every facet of a particular study. Figure 6 outlines a summary of risk of bias assessment process followed, this procedure improves the review's dependability and makes it possible to spot any possible weaknesses in the examined studies.

2.8. Effect Measures

Through the examination of particular performance criteria, the study examined the success of social media techniques. This included follower growth, conversion rates, and engagement rates. They compared the performance before and after the social media techniques were put into practice in order to calculate the Mean Difference (MD), which allowed them to calculate the impact. The MD provided a clear image of the initiatives' success by demonstrating how much they increased follower counts, engagement, or conversions.

2.8.1. Organizational Outcome

The study compared the probability of favorable outcomes, such as employee or customer satisfaction, among firms with different levels of social media participation using the Odds Ratio (OR). This metric, which indicated the extent to which an organization was to see gains based on how actively they participated with social media, was especially useful for case-control research. The OR provided a clear understanding of the connection between these organizations' success and their usage of social media.

2.8.2. Business Performance Metrics

In the study, SMEs that used social media and those that didn't were compared for the possibility of business outcomes, such as revenue growth and operational efficiency, using the Risk Ratio (RR). The chance of a successful outcome in the group that used social media (the intervention group) divided by the probability of success in the group that didn't (the control group) was used to calculate the RR. This measure made it easier to see how much social media activity affected the success of businesses.

2.8.3. Long-Term Impacts

Even though different research used different measuring scales or units, the Standardized Mean Difference (SMD) was used to analyze long-term impacts including competitive advantage and company sustainability across studies. An improved understanding of how social media participation impacted these major company outcomes over time was provided by SMD, which normalized variations in means and made it simpler to compare the findings of different studies [119,120,121,122,123,124,125,126,127,128,129,130,131,132,133].

2.8.4. Customer Engagement

The study tracked client involvement by comparing the levels before and after social media techniques were implemented, using the Mean Difference (MD) method. This demonstrated the extent to which the new techniques improved engagement. Also, changes in the percentage of customer contacts or conversion rates were measured using the Proportional Difference (PD), which provided a clear picture of how social media affected consumer behavior and company consequences.

2.8.5. Market Reach and Expansion

Relative Risk (RR) was used to assess the probability of market expansion success for small and medium-sized enterprises (SMEs) who used social media strategies compared to those who did not. This metric demonstrated the influence of social media on growing business opportunities and assisted in assessing the degree to which it contributed to prospective gains in market reach.

2.9. Synthesis Methods

This section outlines the methods used to synthesize the findings from various studies on the challenges and opportunities of social media for SMEs’ organizational engagement. This includes the criteria for selecting studies, the preparation of data for synthesis, the methods for presenting and visualizing results, the approaches to synthesizing results, and the exploration of heterogeneity among study outcomes [119,120,121,122,123,124,125,126,127,128,129,130,131,132,133].

2.9.1. Eligibility Criteria for Synthesis

To ensure studies that were included in our synthesis were relevant and comparable, a specific eligibility criterion was established. This involved tabulating the characteristics of the study’s intervention, such as whether the study makes use of social media platforms for organizational engagement. The obtained characteristics were then analyzed against our desired study in the topic to determine which studies aligned with our inclusion criteria. This step was important to maintain the integrity and focus of our synthesis, ensuring that only studies pertinent to SMEs and their use of social media for organizational engagement were included.

Figure 8. Eligibility Assessment and Study Selection Criteria for Synthesis.

Figure 8. Eligibility Assessment and Study Selection Criteria for Synthesis.

2.9.2. Data Preparation for Presentation or Synthesis

Preparing the data for synthesis required meticulous handling to ensure consistency and completeness. This involved addressing any missing summary statistics by reaching out to study authors or using imputation methods. Additionally, we standardized units of measurement and transformed variables as necessary to facilitate comparability across studies. This step was essential to ensure that the data from different studies could be accurately compared and synthesized, Figure 9 shows the summary of the methodology followed [119,120,121,122,123,124,125,126,127,128,129,130,131,132,133].

2.9.3. Tabulation and Visualization of Results

To effectively communicate the findings of individual studies and the overall synthesis, we employed various methods of tabulation and visualization. Summary tables were created to highlight key study characteristics such as Table 8, intervention details, and outcomes. Forest plots were used to visually represent the effect sizes and confidence intervals of individual studies while using the Cochrane Risk of Bias tool helped assess potential publication bias. These visual tools were instrumental in providing a clear and comprehensive overview of the study results.

2.9.4. Synthesis of Results

The synthesis of results involved both qualitative and quantitative methods to provide a comprehensive understanding of the topic. For qualitative synthesis, we conducted thematic analysis to identify common themes and patterns across studies. For quantitative synthesis, we performed meta-analyses using random-effects models to account for variability among studies. We assessed the presence and extent of statistical heterogeneity using the Newcastle-Ottawa Scale.

As shown in Figure 10, for the first step we Combine descriptive and numerical data to emphasize important metrics and trends. And then examine how SME performance is affected by social media engagement measures. Thereafter, estimate results more accurately, use the inverse-variance approach. Compile information using Excel and produce summaries of the impact of social media analytics and determine recurring themes and evaluate the advantages and disadvantages of social media for SMEs. For the second last step we give a fair assessment of the advantages and drawbacks of using social media and lastly make predictions about the future and offer solutions to the challenges facing SMEs now [119,120,121,122,123,124,125,126,127,128,129,130,131,132,133].

2.9.5. Exploration of Heterogeneity

Understanding the potential causes of heterogeneity among study results was a critical aspect of our synthesis. We conducted subgroup analyses based on predefined characteristics such as discipline or subject of study, challenges and opportunities of social media, and types of social media platforms used. Additionally, we performed meta-regression analyses to examine the impact of continuous variables on the effect sizes. We also investigated the influence of study quality and risk of bias on the overall synthesis results. As, shown in Figure 11, these methods helped us identify and understand the sources of variability in the study outcomes [119,120,121,122,123,124,125,126,127,128,129,130,131,132,133].

2.10. Reporting Bias Assessment

The risk of bias was essential to report in order to guarantee the credibility and accuracy of the findings when assessing the impacts of social media on SMEs' organizational engagement. Considering that the precision of this compilation relies significantly on reducing prejudices, various measures were implemented to evaluate and alleviate potential reporting prejudices. Initially, the PRISMA 2020 checklist guidelines were utilized to methodically assess reporting bias, with a particular emphasis on transparency and consistency in reporting. Furthermore, a comprehensive examination of existing research was carried out following the predetermined inclusion and exclusion criteria to make sure that only pertinent studies were included.

In order to minimize the chance of missing important sources, various filtering tools from databases like Google Scholar, Web of Science, and Scopus were employed to ensure a comprehensive selection of studies. The process of determining potential bias caused by missing data included various stages such as assessing methodologies (for identifying omissions), utilizing bias detection tools, and reviewers checking and fixing the data. This procedure also included checking information against primary sources to guarantee thoroughness and precision, with any discrepancies settled through discussion among reviewers.

2.11. Certainty Assessment

The certainty assessment for the research on challenges and opportunities of social media for SMEs’ organizational engagement was carried out using a structured quality assessment (QA) framework. This framework ensured that the studies included in the review were evaluated for their relevance and methodological rigor. Table 9 shows five key quality assessment criteria applied to each study [119,120,121,122,123,124,125,126,127,128,129,130,131,132,133].

Each research was evaluated based on a scale where a rating of '1' meant excellent quality, '0.5' meant decent quality, and '0' meant poor quality. A score of 5 meant high certainty, whereas a score of 0 signified low certainty and potential bias. The evaluation aimed to prioritize studies on SMEs, ones outlining social media strategies and metrics clearly, and those with strong methodologies, to receive higher ratings. The research was also evaluated for its data gathering techniques, how effectively they minimized prejudice, and their handling of potential influencing factors, an example of the QA assessment table is shown in Table 10 [119,120,121,122,123,124,125,126,127,128,129,130,131,132,133].

The quality and relevance of the evidence were evaluated using the 2021 GRADE tool to determine the certainty of the research results. The quality assessment criteria used were: QA1 (SMEs relevance and social media strategy), QA2 (Clarity and specificity of metrics used), QA3 (Study design and methodological rigor), QA4 (Methods of data collection and sampling), and QA5 (Recognition of bias and confounding variables). Every criterion was methodically assessed for how it affected the overall certainty level of the evidence. QA1 examined if the research results were directly applicable to small and medium-sized enterprises, offering higher evaluations to studies that clearly discussed social media strategies tailored to SMEs. QA2 evaluated how clear the social media metrics were in the research, like engagement rates and customer acquisition costs, giving better scores to studies that provided detailed explanations of their metrics. QA3 evaluated how well the study was designed, with strong designs like experimental, survey-based, or mixed-method approaches getting higher certainty scores. QA4 assessed data collection and sampling techniques, assigning more confidence to research with clearly outlined procedures and lower ratings to those with unclear methodologies. QA5 focused on bias and confounding variables, giving studies that identified and addressed biases a higher rating. The total confidence level for each research was evaluated as either high (1), moderate (0.5), or low (0), determined by their combined scores on the five criteria. Research that showed stability, accuracy, and completeness earned better scores, whereas those with deficiencies in these aspects received lower scores. The study's impact on SME performance metrics was evaluated by analyzing both confidence intervals and statistical significance to determine imprecision.

Independent reviewers led the certainty assessment, with supervision from an expert reviewer. Discrepancies were settled through conversations, and extra details were obtained from the initial researchers when necessary for understanding. This process did not utilize any automation tools; instead, it relied on key phrases to find relevant studies on social media activity metrics, with the assistance of filtration systems from academic databases. Table 15 presents the findings of the certainty evaluation, detailing the study sources, criteria for assessing quality, and percentage ratings related to results like engagement and conversion metrics.

3. Results

This section of the review shows the results obtained using the methodologies in the previous section. This Figure 12 outlines the essential components that influence the results, including study selection, study characteristics, and the risk of bias, all of which are crucial for shaping the reliability of the findings. It also underscores the importance of synthesizing individual study results, which is vital for forming comprehensive conclusions. Additionally, the figure highlights the significance of considering reporting biases and assessing the certainty of evidence to ensure that the presented results are both accurate and dependable. Each of these factors is critical for interpreting the overall findings and providing a clearer understanding of the data.

3.1. Study Selection Results

Through a comprehensive analysis of literature sourced from key online databases (Google Scholar, Scopus, and Web of Science), we explore diverse perspectives on how social media platforms like Facebook, Twitter, LinkedIn, and Instagram impact SME operations. The analysis is structured around various research types, geographic locations, economic contexts, and industry settings, offering insights into the opportunities for brand awareness, customer engagement, and market reach, alongside challenges such as privacy concerns, resource allocation, and content management. These graphical representations consolidate key findings across studies, highlighting the implications for SMEs in both developed and developing economies [119 - [133].

3.1.1. Search and Selection Process Results

Based on the three selected databases, a comprehensive thorough search was carried out by employing the search phrase that was outlined in the previous subsection (2.3. Search Strategy), and this search resulted in 1675 records from all the databases combined, which 1550 were from Google scholar, 48 from Web of Science, and 77 from Scopus, Figure 14 shows the percentages of papers from each database. 27 duplicates records were removed. 1148 records were screened and from them 1029 records were excluded. This left to a total of 119 research studies being sought for retrieval, due to some subscription difficulties, 15 of the reports were not retrieved. Totaling to 104 included in my review as seen in Figure 13.

During the eligibility stage, the complete articles were evaluated to decide if they were appropriate to be included in the research. At this point, articles that were not considered relevant or did not meet the criteria for inclusion were eliminated. Ultimately, the research that satisfied all criteria and was chosen for the final evaluation were incorporated in the assessment. After passing all previous screening and evaluation steps, these studies were deemed important enough to be included in the summary table. Table 11 outlines the six studies excluded in the Identification of studies via databases and registers and reason of exclusion:

3.2. Study Charateristics

The research papers were accumulated from research paper data sources with the assistance of the keywords referred in the previous “Search Strategy” section. These papers were compiled precisely in line with the requirements of the inclusion and exclusion criteria presented in the previous section. The collected research papers included 104 research papers in total, of which 49% were from Google scholar, 35% were from Scopus, 16% were from Web of Science as illustrated from Figure 14 above. Out of the 104 research papers, 3 were book chapters, 17 were conference papers, 6 were dissertations, 7 were Thesis, and 71 were journal articles. All studies that appeared to have duplicate research papers were excluded. Henceforth, the remaining 104 research papers were eligible for full-text review and were integrated into this systematic analysis process. Figure 4 demonstrates the distribution of research sources used in this review, highlighting the broad range and diversity of the data collected from multiple reputable databases. As shown in Table 12, there was a substantial growth in publications on social media for SMEs organizational engagement over the past decade, reflecting the expanding interest and recognition of their importance. Moreover, Figure 15 validates that the studies included in this review adhere to consistent categorization schemes, aiding a trustworthy and systematic similarity of findings across different studies [119 - [133].

Figure 15 above shows the years that the selected studies were published. From the graph we observe that the year 2023 has the most publications with 15, we see a great increase in the research of this study from 2019 to present, this is because during and after covid 19 period. Due to a decrease in in-person encounters, the pandemic forced businesses to rely more heavily on social media to maintain brand presence and client engagement. This caused SMEs to become very interested in learning how to use social media to increase engagement. According to the research, businesses are using social media more often to communicate with customers and respond to crises. We also observe that from 2014 to 2024, studies in this field have been effectively increasing, as a sign of businesses transitioning to the current digital age. This highlights the importance of timely and relevant material in maintaining client loyalty. Table 12 also illustrates that Journal articles make up almost all of the publications, with conference papers and books making for a lesser percentage. This gives weight to the idea that academic journals contain plenty of serious, valuable research. This could be problematic for SMEs, as they might prefer the more applicable, real-world examples from industry reports or case studies which are not included in the figure. Simplified, useful manuals that immediately apply study findings to daily operations may be more beneficial for SMEs.

Characterizations in studies are the particular characteristics that outline the extent and type of a research project, being essential for classifying and comprehending studies according to their methods, goals, settings, and results. These descriptions play a crucial role in evaluating the significance, excellence, and suitability of research in systematic or literature reviews. Different aspects are considered, like the type of study (qualitative, quantitative, or mixed method), research design (experimental, observational, survey, etc.), focus area, context or setting, sample size, population, and study duration. Furthermore, they address methods of data collection and analysis, main discoveries, constraints, and their relation to the research question. Study characterizations make sure that only the most relevant and high-quality research is included in the final analysis through careful organization of these elements. Table 13 shows the included studies and their respective characteristics.

3.3. Risk of Bias in Studies

Through a comprehensive analysis of literature sourced from key online database (Google Scholar, SCOPUS, and Web of Science), we explore diverse perspectives on how social media platforms like Facebook, Twitter, LinkedIn, and Instagram impact SME operations. The analysis is structured around various research types, geographic locations, economic contexts, and industry settings, offering insights into the opportunities for brand awareness, customer engagement, and market reach, alongside challenges such as privacy concerns, resource allocation, and content management. These graphical representations consolidate key findings across studies, highlighting the implications for SMEs in both developed and developing economies.

In our review, we methodically assessed each study's potential for bias. Table 14 of the Newcastle-Ottawa Scale (NOS). This technique for assessing quality divides research into three primary categories: selection, comparability, and outcome/exposure. It then rates the research according to how thorough the methodology was. Research with seven to nine stars was regarded as high caliber. Products with ratings between 4 and 6 stars were considered to be of moderate quality, and those with ratings between 7 and 10 stars were considered good quality. Interestingly, none of the research did. Based on our assessment, the product received a bad quality rating (ranging from 0 to 3 stars). The table that follows makes it easier to comprehend the opportunities that may arise highlighting the advantages and disadvantages of every study, thereby successfully reducing biases. To guarantee that our general results could be trusted, it was crucial that the papers in our assessment exclusively used strict methodology. In an effort to further guarantee objectivity and accuracy, we work hard to keep our content factual and neutral. extra testing processes, if permitted by the limitation, like external cross-checking. Questions were raised about proprietary tools or data.

Figure 16 demonstrates the distribution of study strategies among different studies. Survey is the most common research design with 42% of the studies using it, followed by Case study with 36% of the papers. 5% of the studies used mixed methods of research design. Other methods, such as experimental, Quasi-experimental, descriptive analysis, comparative and conceptual studies, and interview and minor contributions to the study with only 2-3% of the studies using it. The figure encompasses 104 studies in all.

Figure 17 illustrates the data collection methods employed to analyze potential biases in studies monitoring and evaluating social media activity for SME approach performance. The primarily used data collection method is survey with 24 studies applying it, this portrays surveys are effective for gathering a wide range of data on social media metrics vital for SME prosperity, but if not properly constructed or handled, biases may emerge from surveys. Document analysis covers 18 of the studies in the research, which is the second most often utilized method (for non-mixed method); and when professionally managed, document analysis offers valuable contextual insights towards the growth of small businesses and SMEs, it is then followed by Interviews with a count of 17 studies. A combination of surveys with interviews in a mixed-methods approach can aid to lessen bias and address the restrictions of each approach independently, which from the studies we see that most SMEs (18 studies tie with document analysis at second position of frequently used methods) are employing this mixture method. Moreover, we meet other significant combinations, namely Document analysis and interviews with 13 studies, also surveys and document analysis with 7 studies. Other methods included observations, questionnaires and a mixture of three and more methods, employed in less of the research studies (2-1 counts). The emphasized variations in the type of methods exploited for data collection helps to identify the endeavors to maintain extensive data acquisition outlook, but also leaves out the likelihood of voids in ensuring thorough study bias assessments in research papers.

3.4. Results of Individual Studies

The evaluation of social media metrics uncovers several pivotal insights into strategic achievements in SMEs. From Figure 18, we can observe that, and say that the substantial engagement rate of 28% reflects strong audience involvement, which bodes well for brand loyalty. While the conversion rate of 3% demonstrates efficient methods in transforming engagement into actions, the decision-making metrics value of 1% implies a need for enhancement in making decisions that prioritize customer retention and optimize their long-term value. Nevertheless, the considerable amount of unspecified data at 30% underscores a crucial deficiency in measurement that must be rectified to gain clearer understanding on this matter, as outlined by the research gaps outlined in the previous section, among other research gaps. Furthermore, the market reach of 2% highlights the necessity of refining marketing efforts to secure better financial outcomes. Follower growth at 8% reflects growing interest, yet the metrics related to brand awareness and adoption (at 3% and 1%, respectively) indicate there is still significant potential to increase visibility and draw in new customers. Moreover, mixed performance metrics reveal additional complexities in understanding engagement outcomes. For instance, the correlation between engagement rate and follower growth at 9% highlights that while audience interaction is high, it does not necessarily translate into substantial audience expansion. Similarly, the combined engagement rate and sales conversion at 5% demonstrate that only a fraction of the engaged audience is converted into actual customers, indicating room for improving conversion strategies. The engagement rate and return on investment (ROI) at 3% further emphasize the challenge of translating engagement into measurable financial outcomes. These mixed performance metrics suggest that SMEs need to focus on refining their strategies to ensure that high engagement not only fosters loyalty but also translates into tangible business growth.

Figure 19 illustrates the distribution of studies across various social media platforms used by SMEs. Facebook is the most studied platform with 57 counts, reflecting its significance in video content marketing and brand building. This platform’s extensive reach and flexibility make it a key tool for SMEs aiming to engage with a broad audience through visual and interactive content. Twitter, with 37 counts, follows as an important platform for high engagement and influencer marketing. It is notably valuable for real-time communication and customer interaction. Whilst YouTube and Instagram show fewer counts compared to Facebook and Twitter, they still play established roles in customer interaction and real-time communication. LinkedIn, WhatsApp, Snapchat, and other platforms have minimal counts, indicating their more specialized uses, such as professional networking and direct communication.

The data reveals that while Facebook and Twitter are central to visual content and engagement, SMEs benefit from a diverse social media strategy. For example, integrating YouTube for video content and Instagram for visual storytelling can enhance reach and effectiveness. Additionally, the use of multiple platforms, such as combinations of Facebook, Twitter, and LinkedIn, allows SMEs to tailor their strategies to different audience segments and objectives.

3.5. Results of Sythesis

This section encapsulates the main results obtained from the examination and combination of the studies that were included. It gives a summary of the combined knowledge acquired about how social media affects customer engagement, brand loyalty, and SME performance.

3.5.1. Summary of Study Characteristics

Figure 20 features a total of 104 industry entries, highlighting that SMEs represent 45 of these, emphasizing the significance of tracking essential social media indicators such as engagement rates, conversion rates, reach, and follower growth for effective strategic implementation. These metrics are especially vital in industries like Startups with 4 studies, where they enhance customer experience, drive sales, and cultivate loyalty. Nine industry sectors remain unspecified. 22 entries pertain to the small businesses sector, most of the small businesses place a high priority on monitoring brand sentiment and reputation. Various Industries and Large Enterprises with 15 studies each, may include business in automotive manufacturing like Toyota, or e-commerce like Amazon, also healthcare facilities like Hospitals or clothing stores, and all these may benefit from tailored social media metrics and influencer’s collaborations. Altogether, SMEs in these sectors can attain strategic success by aligning social media metrics with industry-specific demands while monitoring broader KPIs and ROIs.

3.5.2. Results of Statistical Syntheses

Figure 21 data reveals key insights into how SMEs can leverage social media metrics across different geographical regions for strategic success. The United States with 14 studies being the largest lone-country contributor, underscores the importance of tracking metrics such as engagement rates, reach, and conversion rates on platforms like Facebook and Instagram to enhance customer acquisition and brand loyalty. Similarly, Europe (11 studies) highlights the need for SMEs to prioritize engagement and conversion tracking, focusing on localizing content to meet regional needs. Australia with 5 studies and the UK with 2 studies both represent mature markets where SMEs should focus on return on investment (ROI), conversion rates, and reach, particularly through paid campaigns. In Germany, Italy, and Finland (3 studies each), SMEs should focus on engagement rates, conversion tracking, and tailoring social media efforts to align with local industry demands.

Nigeria, South Africa and Sub-Saharan Africa (2 studies each) illustrate the potential for SMEs to prioritize mobile engagement and reach metrics due to high mobile penetration, which can improve customer engagement and brand awareness. Poland (2 studies) similarly shows SMEs focusing on optimizing content for local markets, enhancing engagement and fostering customer loyalty. Emerging markets such as Kenya, Bangladesh and Latin America, and others (1 study each) present unique opportunities for SMEs to increase market reach by emphasizing follower growth and leveraging interactive platforms to enhance customer relationships. In Swaziland and Wales (1 study each), localized engagement and mobile-focused strategies are critical for connecting both rural and urban audiences.

Furthermore, Global (30 studies) provides overarching strategies for SMEs, emphasizing the importance of aligning social media metrics with diverse markets, particularly through influencer partnerships and content management tailored to various cultural contexts. Likewise, Various Countries (9 studies) presents broad insights, showing how SMEs can utilize general social media strategies across multiple regions. By aligning these social media metrics with regional and industry-specific needs, SMEs can effectively tailor their strategies to maximize engagement, conversion rates, and customer loyalty across both emerging and mature markets.

3.5.3. Analysis of Sources of Heterogeneity

Figure 22 presents an insightful analysis of social media strategies across small and medium-sized enterprises (SMEs) based on economic context. Developed countries account for 50% of the total, showcasing their prominence in the research landscape. SMEs in these regions are likely to benefit from well-established infrastructure and access to advanced digital tools, which aid in optimizing social media strategies. Meanwhile, Developing countries, representing 24% of the total, highlight the growing importance of emerging markets where SMEs are increasingly leveraging social media to expand reach and foster engagement despite infrastructural limitations. The Mixed economic context category, which makes up 16%, includes studies where data from both developed and developing regions are integrated, offering a comparative perspective. This mix allows for the identification of best practices across different market conditions, providing a more holistic understanding of social media performance for SMEs.

Moreover, 10% of the data is classified as not specified, reflecting a segment where the economic context is either unclear or less relevant to the study. This breakdown underscores the global relevance of understanding how economic context influences the way SMEs engage with social media and track performance metrics. By tailoring social media strategies to these contexts, SMEs can ensure more effective resource allocation and engagement.

3.4.4. Results of Sensitivity Analyses

The robustness of the synthesized results was only partially tested, with a few sensitivity analyses conducted. These analyses focused on varying the inclusion of different social media platforms or comparing engagement metrics across different SMEs. However, due to the qualitative nature of many studies, the overall robustness was not universally assessed. Some studies explored qualitative sensitivity by altering the types of SMEs or the social media platforms studied, such as comparing Facebook with LinkedIn or different industry sectors. In some cases, the results remained consistent across platforms, but they could vary depending on the industry type.

3.6. Reporting Biases

The dataset in represented in Figure 23 reveals a broad classification of roles, with a notable concentration of entries under “business managers” 22 entries and SMEs with 17 entries, representing a significant portion of the dataset. These high numbers could imply that much of the data is centered around general managerial roles, potentially limiting the scope of insights from more specialized positions. The role of marketing professionals is reflected in the dataset, with Marketing Managers appearing 12 times and "SMEs/Marketing Managers" accounting for 11 entries. This strong presence of marketing roles indicates a focused interest in the strategies and impact of social media within this domain, but the overlap between these categories might suggest some level of redundancy or conflation in role classifications. There are 15 entries grouped as “Industry-Specific professionals,” which suggests some diversity in sector representation, though it remains unclear how broad or narrow the industries covered actually are. More granular data on these sectors would provide clearer insights into how social media engagement strategies may differ across industries. Industry specific professionals include Small business owners, employees, Private and public sector stakeholders, Installers, system integrators, software developers, healthcare, industrial and IT, fashion and some Start-ups and others related.

Social media specialists are mentioned 6 times, suggesting a moderate focus on professionals directly managing or overseeing social media activities. However, this number is relatively small compared to broader managerial roles, indicating that the tactical, day-to-day management of social media may not be as thoroughly represented. “Not specified” appears 10 times, underscoring gaps in role identification that could lead to ambiguity in interpreting how different stakeholder groups engage with social media strategies. Additionally, with only one mention of "Business managers/Marketing managers" as a combined role, it shows a scarcity of professionals who are perceived to straddle both management and marketing functions. This lack of dual-function roles may suggest a missed opportunity to examine the overlap between these crucial areas, especially in SMEs.

3.7. Certainity of Evidence

The evaluation of the certainty for the study on social media challenges and opportunities for SMEs' organizational engagement was completed by collecting pertinent research from databases like Google Scholar, Web of Science, and Scopus, in accordance with the PRISMA 2020 checklist guidelines. The chosen studies fulfilled the inclusion criteria as specified in the earlier research. The evaluation made use of two main instruments: the CASP checklist to assess qualitative studies on social media use by SMEs through interviews, observations, and document analysis, and the Newcastle-Ottawa Scale method for appraising quantitative studies utilizing surveys. Detailed review factors, like thresholds and ranges describing changes in social media tactics, were examined, but there were no alterations to the existing metrics. The assessment's precision was guaranteed by reviewers' consultations, with disagreements settled through discussion and agreement.

The findings of the research were presented through tables and charts, offering a concise overview of the examination. For instance, Table 15 showcases different degrees of confidence in the information provided. Research with a high level of confidence, achieving a score of 100%, gives trustworthy advice on successful social media tactics, giving strong direction for small and medium-sized enterprises aiming to improve their digital interaction. Individuals with a moderate level of certainty, ranging from 70% to 90%, provide important insights, although they may require methodological enhancements to bolster their results. These high and mid-certainty studies provide a solid foundation for grasping important metrics like engagement, reach, and conversions, giving SMEs practical strategies to enhance their social media performance. Nevertheless, some studies, scoring approximately 50% or 60%, have methodological constraints that should be considered when analysing their findings.

Table 15. Results of Research Quality Assessment Criteria in the Selected Studies.

Ref.	QA1	QA2	QA3	QA4	QA5	Total	Final % Grading
[20]	0.5	0.5	0.5	0.5	0.5	2.5	50%
[21]	1	1	1	1	1	5.0	100%
[22]	1	0.5	0.5	0.5	0.5	3.0	60%
[23]	0.5	0.5	1	0.5	0.5	3.0	60%
[24]	1	1	0.5	0.5	0.5	3.5	70%
[25]	1	1	0.5	0.5	0.5	3.5	70%
[26]	0.5	0	0.5	0.5	0	1.5	30%
[27]	1	0.5	1	0.5	0.5	3.5	70%
[28]	0.5	0.5	0.5	0.5	0.5	2.5	50%
[29]	1	0.5	0.5	0.5	0.5	3.0	60%
[30]	1	1	0.5	1	0.5	4.0	80%
…	…	…	…	…	…	…	…
…	…	…	…	…	…	…	…
…	…	…	…	…	…	…	…
[100]	0.5	0.5	0.5	0.5	0.5	2.5	50%
[101]	0.5	0.5	0.5	0.5	0.5	3.0	60%
[102]	1	0.5	0.5	0.5	0.5	3.0	60%
[103]	1	1	0.5	1	0.5	4.0	80%
[104]	1	0.5	0.5	0.5	0.5	3.0	60%
[105]	1	0.5	0.5	0.5	0.5	3.0	60%
[106]	0.5	0.5	0.5	0.5	0.5	2.5	50%

Table 15. Results of Research Quality Assessment Criteria in the Selected Studies.

Ref.	QA1	QA2	QA3	QA4	QA5	Total	Final % Grading
[20]	0.5	0.5	0.5	0.5	0.5	2.5	50%
[21]	1	1	1	1	1	5.0	100%
[22]	1	0.5	0.5	0.5	0.5	3.0	60%
[23]	0.5	0.5	1	0.5	0.5	3.0	60%
[24]	1	1	0.5	0.5	0.5	3.5	70%
[25]	1	1	0.5	0.5	0.5	3.5	70%
[26]	0.5	0	0.5	0.5	0	1.5	30%
[27]	1	0.5	1	0.5	0.5	3.5	70%
[28]	0.5	0.5	0.5	0.5	0.5	2.5	50%
[29]	1	0.5	0.5	0.5	0.5	3.0	60%
[30]	1	1	0.5	1	0.5	4.0	80%
…	…	…	…	…	…	…	…
…	…	…	…	…	…	…	…
…	…	…	…	…	…	…	…
[100]	0.5	0.5	0.5	0.5	0.5	2.5	50%
[101]	0.5	0.5	0.5	0.5	0.5	3.0	60%
[102]	1	0.5	0.5	0.5	0.5	3.0	60%
[103]	1	1	0.5	1	0.5	4.0	80%
[104]	1	0.5	0.5	0.5	0.5	3.0	60%
[105]	1	0.5	0.5	0.5	0.5	3.0	60%
[106]	0.5	0.5	0.5	0.5	0.5	2.5	50%

4. Key Findings and Strategic Implications for Business Leaders

In the context of SMEs, social media has emerged as a pivotal tool for enhancing customer engagement and brand visibility. For example, as outlined in Table 16, SMEs utilizing social media have seen up to a 65% increase in customer engagement, along with a 12% improvement in brand visibility, particularly in industries like hospitality and retail. However, challenges such as managing negative feedback and addressing privacy concerns are prominent, with 52% of SMEs reporting difficulties in handling adverse comments and 45% raising concerns over data privacy. These findings underscore the need for business leaders to develop strategic approaches that address both the opportunities and the challenges of social media engagement.

In the context of SMEs, social media has emerged as a pivotal tool for enhancing customer engagement and brand visibility. For example, as outlined in Table 16, SMEs utilizing social media have seen up to a 65% increase in customer engagement, along with a 12% improvement in brand visibility, particularly in industries like hospitality and retail. However, challenges such as managing negative feedback and addressing privacy concerns are prominent, with 52% of SMEs reporting difficulties in handling adverse comments and 45% raising concerns over data privacy (Table 16). These findings underscore the need for business leaders to develop strategic approaches that address both the opportunities and the challenges of social media engagement.

5. Decision-Making Framework for Implementation

To successfully leverage social media for organizational engagement, small and medium enterprises (SMEs) need a clear, industry-specific decision-making framework as proposed in Table 17. This framework guides SMEs through the complexities of integrating social media strategies by balancing key decision points with the associated risks, benefits, and long-term opportunities. Each industry presents unique challenges, and this framework provides an actionable plan for SMEs to optimize their social media presence while aligning with broader business objectives. In Table 17, we present a comprehensive framework detailing critical decision points for diverse sectors, highlighting the specific sub-decisions, technologies, evaluation metrics, risks, and strategic implications.

This decision-making framework offers business leaders in various industries a clear path for implementing effective social media strategies. Each sector has distinct Key Decision Points and Sub-Decision Points, offering a tailored approach to social media adoption. Retail businesses can enhance customer engagement and process optimization, while healthcare SMEs can balance patient interaction with data security. Finance SMEs are encouraged to focus on regulatory compliance and customer support, while technology companies should leverage social media to build community engagement and provide product support. In hospitality, guest engagement and brand consistency are critical, and the education sector should prioritize student interaction and content dissemination.

6. Proposed Best Practices for Successful Study Topic Implementation

To maximize the competitive advantage that social media offers, SMEs must adhere to best practices that ensure scalable and effective organizational engagement. These best practices vary across industries, reflecting the specific needs, challenges, and strategic opportunities in each sector. In particular, industries such as retail, healthcare, finance, manufacturing, logistics, energy, and education require tailored approaches to social media implementation. Table 18 provides a comprehensive breakdown of the best practices, challenges, and strategic outcomes for each industry, tying these practices into the findings from the proposed systematic review. For example, in the retail sector, the personalization of customer experiences through targeted ads and influencer marketing is crucial for enhancing customer engagement and increasing sales. However, challenges such as content saturation and the management of customer data must be carefully navigated. Similarly, in healthcare, engaging patients through secure platforms like Facebook and LinkedIn, while ensuring compliance with data privacy regulations such as GDPR, can improve patient relationships and strengthen brand trust.

In finance, the use of AI-driven chatbots for real-time customer support helps SMEs to handle queries more efficiently, improving customer satisfaction while managing reputational risks. Meanwhile, in the manufacturing sector, leveraging LinkedIn and YouTube for thought leadership and operational updates can position a business as an industry leader, though consistent content creation remains a challenge. The logistics industry benefits from using AI-driven customer interaction tools, such as real-time delivery updates, while energy SMEs can use social media to promote sustainability initiatives, boosting public awareness and trust. Lastly, education SMEs should utilize platforms like YouTube for content delivery and Twitter for real-time engagement with students, addressing privacy concerns and fostering better communication.

7. Metrics and KPIs for Measuring Study Topic Performance

This section emphasizes the vital role that KPIs play in helping SMEs measure the effectiveness of their social media strategies. By breaking down performance metrics by industry, SMEs in sectors such as retail, healthcare, finance, manufacturing, and education can focus on tailored KPIs that address their specific goals—whether that be engagement rate, follower growth, or brand awareness. As outlined in Table 19, each KPI provides insights that help SMEs refine their approach to organizational engagement, overcome challenges, and seize opportunities for long-term growth.

These industry-specific insights help SMEs track their social media performance more accurately, enabling them to make data-driven decisions that align with both their short-term and long-term goals. The breakdown by industry allows for a nuanced approach that integrates the findings of this systematic review with practical strategies to drive business success across different sectors.

8. Real Case Studies and How They Relate to Proposed Systematic Review

Some of the conclusions made in the systematic reviews are going to be confirmed and jilted by actual case studies. Real-world examples might offer a valuable understanding of how companies of different sizes, sectors, and locales have reacted to digital technologies such as blockchain, artificial intelligence (AI), cloud computing, and the Internet of Things. This might be a study of a small manufacturing company that improved its supply chain by implementing an IoT system, it illustrates the advantages and difficulties of doing so. From the point of view of the business, efficiency may have increased, but this could also lead to increased expenses and even resistance from the workforce. As a result, the researcher has the chance to figure out how IoT impacts operational efficiency, which was one of the factors found in the systematic review. Also, the case studies that focus on retail may show how SMEs have used e-commerce platforms and digital marketing to expand their markets. The researcher will be able to determine whether the important factors such as consumer engagement and resource limitations correspond to what firms actually face by comparing these real-world outcomes with the results of systematic reviews. During this process, case studies like this one may at times reveal advantages or problems in areas like cybersecurity and digital infrastructure maintenance that were missed during the initial scan.

The second area includes real case studies that mostly bridge the gaps created by the examination of systematic reviews. This will lead to a better knowledge of the specific contextual contexts that SMEs encounter and the corresponding particular challenges associated with their use of digital technology. A case study of a healthcare SME in a developing nation, for instance, may highlight problems like integrating new technology with antiquated processes and being aware of the privacy laws that apply to patient data. The particular findings may add to the systematic review's conclusions by explaining how theoretical difficulties function in a real-world business setting in light of these particular instances. Putting another way, actual case study experiences add context to the broad conclusions that result from systematic assessments and offer light on the ways in which digital technologies impact small and medium-sized businesses. They enable the establishment of policies and procedures that will support SMEs in overcoming obstacles and maximizing the advantages of digital transformation. Case studies help close the gap between theoretical knowledge and practical application by providing insightful information on particular obstacles that need to be addressed. This results in more comprehensive and useful conclusions.

Table 21 above presents real-world case studies of SMEs using digital technologies, including e-commerce, AI, and IoT. In order to clarify the industries to which these kinds of technology are being applied, cases are categorized by industry. Important findings highlighted the advantages that businesses experienced, such as increased productivity or market expansion, but they also shed light on the difficulties that these situations presented, like increased expenses and employee resistance. By highlighting the differences between theoretical predictions and actual results, the case studies, in turn, offer even more insight into the practical ramifications of the digital transition. For example, while systematic assessments have shown that IoT adoption leads to increased operational efficiency, certain case studies have found that such integration may come at a significant cost and encounter opposition from workers. This practical view helps in the researchers' identification of gaps in the body of literature, allowing them to communicate the conclusion more subtly while taking into account the unique difficulties faced by SMEs across a range of industries. In general, the real-world examples included here contribute to the conversation around digital technology adoption and assist SMEs in various ways as they successfully navigate their individual digital journeys.

10. Proposed Roadmap for SMEs Businesses and Policy Recommendations

Small and Medium-sized Enterprises (SMEs) play a vital role in driving economic growth across multiple industries, but their long-term sustainability largely depends on their ability to integrate emerging digital technologies. This section outlines a structured roadmap designed to assist SMEs in navigating digital transformation, offering actionable insights into strategic planning, workforce training, technology integration, and global expansion. By adopting industry-specific strategies, SMEs can enhance customer engagement, improve operational efficiency, and expand their market reach. As shown in Table 22, the roadmap is tailored to the unique needs of industries such as retail, healthcare, logistics, and manufacturing, breaking down each phase of digital transformation—from setting strategic goals to scaling operations for global competitiveness. In retail, for example, the focus is on omnichannel strategies and enhancing customer interactions through targeted advertisements and e-commerce platforms. In contrast, healthcare SMEs can improve patient care by adopting IoT and AI for personalized treatments, while logistics companies can optimize their supply chains using blockchain and AI-driven automation.

Using proposed roadmap, SMEs can not only achieve digital maturity but also position themselves to compete in a global marketplace. The table further outlines key policy recommendations, such as providing grants, training incentives, and regulatory support, to ensure the smooth integration of digital technologies into SME operations. Each stage of this roadmap is designed to ensure that SMEs are fully equipped to harness the benefits of digital transformation, thus ensuring long-term growth and competitiveness.

11. Discussion

This systematic literature review explored the challenges and opportunities of social media for organizational engagement in small and medium-sized enterprises (SMEs). The study identified key dimensions related to social media use, including enhanced customer interaction, improved brand visibility, market reach, and the management of negative feedback, privacy concerns, and resource allocation. The analysis confirms that effective social media strategies can significantly enhance SMEs' engagement with their audience, ultimately leading to improved organizational performance and growth. The following sections discuss the study's findings in relation to the initial research questions and their practical implications.

RQ1: How can organizations use social media strategies to specifically enhance brand loyalty among existing customers?

This review demonstrates that organizations can significantly increase brand loyalty by leveraging tailored content and actively engaging with customers on social media. Businesses that personalize their interactions, such as sharing user-generated content, showcasing customer success stories, and giving behind-the-scenes access, foster a stronger emotional connection with their audience. Additionally, providing exclusive benefits to loyal customers, such as special promotions or early access to products, creates a sense of exclusivity that encourages continued engagement. The systematic review suggests that consistent engagement, timely responses to customer feedback, and community-building strategies lead to increased trust, deeper emotional bonds, and higher retention rates.

RQ2: What strategies are most effective for organizations in mitigating the impact of negative feedback on social media?

The review highlights the importance of timely and transparent communication in managing negative feedback. When organizations address complaints promptly and professionally, they can prevent negative situations from escalating. Offering solutions through direct or public responses demonstrates that the company values its customers and is willing to address their concerns. Moreover, turning negative experiences into positive ones by offering compensation or improved services can help regain customer trust. The systematic review found that businesses actively monitoring social media for negative feedback, and addressing it in real-time, are better equipped to safeguard their reputation and customer satisfaction.

RQ3: How do privacy concerns influence customer trust and engagement on social media platforms?

The findings indicate that privacy concerns are a significant factor influencing customer trust and engagement. The systematic review shows that customers are increasingly cautious about sharing personal data online, given the rise in data breaches and misuse of information. SMEs that emphasize transparency regarding data usage, clearly communicate privacy policies, and offer robust data security measures build stronger relationships with their customers. In contrast, failure to address privacy issues results in a loss of trust and diminished engagement. Therefore, businesses must prioritize data security and make privacy protection an integral part of their social media strategy to maintain customer loyalty and active participation.

RQ4: How have recent algorithm changes on social media platforms affected organic reach and engagement strategies for organizations?

Algorithm changes on platforms like Facebook and Instagram have decreased organic reach for business content, pushing organizations to adopt more engaging, shareable content to maintain visibility. The systematic review reveals that companies must focus on creating high-quality, visually appealing content that drives interaction, such as polls, quizzes, and live videos. The shift towards paid promotions and ads is also evident, with many SMEs investing more in paid campaigns to counterbalance the reduced organic reach. The review suggests that organizations need to balance innovative content strategies with targeted paid campaigns to maximize engagement despite the algorithmic constraints.

RQ5: What key performance indicators (KPIs) are most reliable for measuring the return on investment (ROI) of social media engagement in SMEs?

The study found that engagement metrics such as likes, shares, comments, and direct messages are valuable indicators of audience interaction. Conversion rates, sales, and follower growth are crucial KPIs for determining the business impact of social media efforts. Additionally, tracking brand sentiment and customer satisfaction through sentiment analysis offers deeper insights into public perceptions of the brand. The systematic review emphasizes that combining engagement and financial metrics (e.g., revenue generated from social media campaigns) allows SMEs to accurately measure ROI and optimize their social media strategies accordingly.

12. Conclusions

This systematic review, which analyzed 104 studies over the past decade, uncovers both the significant opportunities and inherent challenges of social media engagement for small and medium-sized enterprises (SMEs). Social media platforms offer SMEs a powerful means to enhance brand loyalty by enabling personalized interactions, fostering community-building strategies, and delivering consistent, targeted content. These approaches allow organizations to deepen relationships with their customers, creating a foundation for sustained loyalty and engagement. However, the review also highlights that effectively addressing negative feedback is essential to maintaining a positive brand image. SMEs that respond promptly and transparently to criticism can mitigate the reputational risks associated with adverse online comments, reinforcing trust and demonstrating accountability. Privacy concerns emerged as a critical factor in influencing customer trust and engagement. In an era of increasing data security awareness, customers are more likely to engage with organizations that prioritize robust data protection measures and clearly communicate their privacy policies. SMEs that are transparent about their data practices and committed to safeguarding customer information will gain a competitive advantage by fostering trust.

Recent changes to algorithms on platforms like Facebook and Instagram have reduced the organic reach of SME content, compelling organizations to adapt their strategies. To stay visible and maintain engagement, SMEs must focus on optimizing their content for shareability, investing in paid promotions, and creating high-quality, interactive posts that resonate with their target audiences. Key performance indicators (KPIs), such as engagement metrics (likes, shares, comments), conversion rates, customer retention, and overall brand sentiment, play a crucial role in assessing the return on investment (ROI) of social media initiatives. These metrics allow SMEs to gauge the effectiveness of their social media strategies, make data-driven decisions, and refine their approach to drive better business outcomes.

Looking ahead, future research should aim to develop more advanced tools for measuring the long-term impact of social media on SME sustainability and growth. Additionally, policymakers and business leaders must work together to provide SMEs with the necessary resources, training, and digital infrastructure to fully capitalize on the benefits of social media in an increasingly competitive and evolving digital landscape. By doing so, SMEs will be better positioned to leverage social media as a tool for enhancing customer engagement, building brand equity, and ensuring long-term success in the digital age.