Dynamic Capability Drives Digital Transformation: SEM Evidence onSustained Competitive Advantage in Emerging Markets

Authors

  • ID Supriyadi Institut Informatika dan Bisnis Darmajaya, Bandar Lampung, Indonesia
  • ID Firmansyah Institut Informatika dan Bisnis Darmajaya, Bandar Lampung, Indonesia

DOI:

https://doi.org/10.30812/matrik.v25i2.6128

Keywords:

Capability Orchestration, Digital Strategy, Dynamic Capability Theory, Sustainable Competitiveness

Abstract

This study aims to examine the influence of dynamic capabilities on sustained competitive advantage and to investigate the mediating role of digital transformation in firms in emerging markets. Based on Dynamic Capabilities Theory, digital transformation is conceptualized as a process driven by strategic capabilities, rather than simply technology adoption. Data were collected from 247 top- and middlelevel managers from medium- and large-sized firms in Indonesia. Analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM) to test the proposed relationships. The results show that dynamic capabilities have a significant positive influence on digital transformation ( = 0.61, p ¡ 0.001) and sustained competitive advantage ( = 0.29, p ¡ 0.01). Furthermore, digital transformation significantly enhances sustained competitive advantage ( = 0.54, p ¡ 0.001). Mediation analysis
confirmed that digital transformation partially mediates the relationship between dynamic capabilities and sustained competitive advantage (indirect = 0.33, p ¡ 0.001), indicating that digital transformation acts as a strategic transmission mechanism. This model explains 37% of the variance in digital transformation and 58% of the variance in sustained competitive advantage. In conclusion, this study shows that dynamic capabilities are important drivers of sustained competitive advantage, both directly and indirectly through digital transformation. These findings highlight the importance of aligning digital initiatives with organizational capabilities to achieve long-term competitive performance in a dynamic and uncertain environment.

Downloads

Download data is not yet available.

References

[1] A. M. Al-Absi and M. A. Ali, “Investigating the mediating role of strategic flexibility on strategic planning and competitive

advantage in Yemeni cement companies,” Problems and Perspectives in Management, vol. 23, no. 4, pp. 696–713, 2025, https:

//doi.org/10.21511/ppm.23(4).2025.47.

[2] A. Fadhillah, “Driving Business Performance in Jakarta’s Fried Chicken MSMEs: The Role of Product and Service Innovation

in Creating Competitive Advantage,” Journal of Strategic Innovation in Economics and Business, vol. 1, no. 2, pp. 36–55, 2025,

https://doi.org/10.65101/sinebis.v1i2.166.

[3] A. S. Mahar, Y. Zhang, B. Sadiq, and R. F. Gul, “Sustainability Transformation Through Green Supply Chain Management

Practices and Green Innovations in Pakistan’s Manufacturing and Service Industries,” Sustainability, vol. 17, no. 5, pp. 1–28,

2025, https://doi.org/10.3390/su17052204.

[4] T.Wahyudi, E. Arisondha, M. H. B. Bakar, and N. Soleha, “Green product innovation, and AI adoption: The moderating role of

intellectual capital in achieving competitive advantage,” Journal of Accounting and Investment, vol. 26, no. 3, pp. 1231–1254,

2025, https://doi.org/10.18196/jai.v26i3.26788.

[5] I. S. A. Koliby, N. A. B. Mehat, A. K. Al-Swidi, and M. A. Al-Hakimi, “Unveiling the linkages between entrepreneurial culture,

innovation capability, digital marketing capability and sustainable competitive performance of manufacturing SMEs: evidence

from emerging countries,” The Bottom Line, vol. 37, no. 4, pp. 473–500., 2024, https://doi.org/10.1108/BL-08-2023-0241.

[6] E. N. Shebeshe and D. Sharma, “Sustainable supply chain management and organizational performance: the mediating role

of competitive advantage in Ethiopian manufacturing industry,” Future Business Journal, vol. 10, no. 47, pp. 2–16, 2024,

https://doi.org/10.1186/s43093-024-00332-6.

[7] A. Rasyid and A. Djakasaputra, “The Relationship Between Seller Ethical Habits, Customer Satisfaction, and Customer Trust

and Loyalty,” International Journal of Management Science and Application, vol. 4, no. 2, pp. 1–13, 2025, https://doi.org/10.

58291/ijmsa.v4i2.365.

[8] M. A. Salam and M. A. Jahed, “CSR orientation for competitive advantage in business-to-business markets of emerging

economies: the mediating role of trust and corporate reputation,” Journal of Business Industrial Marketing, vol. 38, no. 11,

pp. 2277–2293, 2023, https://doi.org/10.1108/JBIM-12-2021-0591.

[9] A. Kokkinou, “Data analytic capability as an enabler of CSRD readiness: a moderated mediation analysis,” Journal of Global

Responsibility, vol. 1, no. 21, pp. 1–21, 2025, https://doi.org/10.1108/jgr-04-2025-0119.

[10] M. Almalki and M. M. Al-Shammari, “An investigation into knowledge management adoption and sustainable competitive

advantage in an emerging market economy,” Global Knowledge, Memory and Communication, vol. 74, no. 7, pp. 2270–2301,

2023, https://doi.org/10.1108/GKMC-02-2023-0039.

[11] S. Khurram, A. E. Jaffery, M. Tauseef, and R. Abrar, “The Dark Side of Leadership: How Abusive Supervision Fuels Turnover

and Workplace Deviance in Entrepreneurial Healthcare Settings,” Journal of Entrepreneurship and Business Venturing, vol. 5,

no. 1, pp. 320–343, 2025, https://doi.org/10.56536/jebv.v5i1.197.

[12] A. F. Dalain, A. Al-Karabsheh, M. Allahham, W. I. Almajali, M. A. Y. Yamin, and T. M. Habboush, “Business Resilience as

a Mediator in the Link Between Digital Logistics Strategies and Competitive Advantage: Insights from Emerging Markets,”

Logistics, vol. 9, no. 3, pp. 1–19, 2025, https://doi.org/10.3390/logistics9030078.

[13] M. Ghobakhloo, B. Foroughi, M. Fathi, M. Al-Emran, M. A. Al-Sharafi, and M. F. Mubarak, “Building antifragile manufacturing

systems through strategic technology integration,” Journal of Manufacturing Technology Management, vol. 36, no. 9, pp.

221–242, 2025, https://doi.org/10.1108/jmtm-08-2025-0789.

[14] T. Niguse, S. Kant, and B. Borji, “Green innovation strategy, sustainable business model innovation and sustainable competitive

advantage with mediating role of green intellectual capital in emerging markets: evidence from Ethiopian eco-hotels,” Future

Business Journal, vol. 11, no. 244, pp. 1–19, 2025, https://doi.org/10.1186/s43093-025-00669-6.

[15] A. K. Gupta, “Innovation dimensions and firm performance synergy in the emerging market: A perspective from Dynamic

Capability Theory Signaling Theory,” Technology in Society, vol. 64, no. 101512, pp. 1–20, 2021, https://doi.org/10.1016/J.

TECHSOC.2020.101512.

[16] M. M. Lucas, L. Moreno-Luna, A. O. S. B. Roets, and S. Al-Jaberi, “Technological, organisational and environmental drivers

of sustainability in hotels,” South African Journal of Business Management, vol. 55, no. 1, pp. 1–11, 2024, https://doi.org/10.

4102/sajbm.v55i1.4815.

[17] K. Yum and B. Yoo, “The Impact of Service Quality on Customer Loyalty through Customer Satisfaction in Mobile Social

Media,” Sustainability, vol. 15, no. 11214, pp. 1–14, 2023, https://doi.org/10.3390/su151411214.

[18] Z. Zafar, W. Li, I. Khan, S. Liu, and M. Iqbal, “Assessing sustainable performance using green entrepreneurial orientation,

innovation, and technology dynamism: a study on Chinese manufacturing SMEs,” Clean Technologies and Environmental

Policy, vol. 28, no. 82, pp. 1–15, 2026, https://doi.org/10.1007/s10098-026-03426-7.

[19] V. V. Prokhorova, S. A. Mushnykova, O. Fridman, and V. V. Chernov, “The Balanced Potential of Enterprises in the Context

of Ensuring Crisis Management of Their Sustainable Development,” Business Inform, vol. 2, no. 2, pp. 328–337, 2025, https:

//doi.org/10.32983/2222-4459-2025-5-328-337.

[20] I. Morishita, S. Pankham, and S. Lekcharoen, “Advancing Sustainable Retail Performance Through Digital Transformation and

Social Media Use: A Dual-Method FCM–SEM Approach in an Emerging Market,” Sustainability, vol. 17, no. 23, pp. 1–36,

2025, https://doi.org/10.3390/su172310652.

Downloads

Published

2026-03-30

Issue

Section

Articles

How to Cite

[1]
Supriyadi and Firmansyah, “Dynamic Capability Drives Digital Transformation: SEM Evidence onSustained Competitive Advantage in Emerging Markets”, MATRIK, vol. 25, no. 2, pp. 385–402, Mar. 2026, doi: 10.30812/matrik.v25i2.6128.

Similar Articles

1-10 of 65

You may also start an advanced similarity search for this article.