Marketing Agility, Digital Capability, and Business Resilience: Evidence from Indonesian SMEs
DOI:
https://doi.org/10.38035/dijemss.v8i1.7205Keywords:
Marketing Strategy Agility, Digital Capability, Business Resilience, SMEs, Digital Transformation, PLS-SEM, IndonesiaAbstract
Small and Medium Enterprises (SMEs) play a strategic role in Indonesia's economic development, yet they continue to face increasing uncertainty due to rapid technological change, shifting consumer behavior, and intense market competition. This study examines the relationships among marketing agility, digital capability, and business resilience in Indonesian SMEs. Specifically, it investigates the direct effect of marketing agility on business resilience and the mediating role of digital capability in strengthening organizational resilience. A quantitative research approach was employed using a cross-sectional survey of SME owners and managers across several provinces in Indonesia. Data were collected through structured questionnaires and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). Marketing agility was measured through responsiveness, adaptability, customer sensing, and rapid decision-making, while digital capability was assessed based on digital technology adoption, digital marketing competence, and digital innovation. Business resilience was measured by the firm's ability to anticipate, adapt, recover, and sustain performance under changing business conditions. The findings indicate that marketing agility has a significant positive effect on digital capability and business resilience. Digital capability also exerts a significant positive influence on business resilience and partially mediates the relationship between marketing agility and business resilience. These results suggest that SMEs capable of responding quickly to market changes while strengthening their digital competencies are more resilient in coping with environmental turbulence and achieving sustainable business performance. This study contributes to the literature by integrating marketing agility and digital capability as complementary strategic resources for enhancing business resilience in emerging economies. The findings also provide practical implications for SME owners, policymakers, and business support institutions in designing strategies that accelerate digital transformation and improve organizational adaptability. Future research is encouraged to incorporate longitudinal data and additional organizational and environmental variables to obtain a more comprehensive understanding of SME resilience.
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