Jul 2026· International Journal of Emerging Markets· 0 citations· 93 references
TL;DR
This study demonstrates the joint influencing mechanism of organizational and individual factors, providing empirical evidence to engage with the micro-foundations debates within the theoretical framework of dynamic capabilities.
Abstract
To adopt artificial intelligence (AI) technology or not has become crucial for e-commerce SMEs seeking to enhance their marketing capabilities and competitive advantages in the increasingly digitalized business arena. This study aims to elucidate how organizational and individual determinants converge to influence AI adoption within e-commerce SMEs, and subsequently, how this adoption process orchestrates multi-dimensional marketing agility.
Integrating technology acceptance model (TAM) and dynamic capabilities theory (DCT), we developed a multi-level framework examining the relationships between adoption antecedents, usage behavior and strategic outcomes. Using data collected from 317 marketing managers in Chinese e-commerce SMEs, we leveraged a dual-stage analytical approach, combining PLS-SEM (partial least squares structural equation modeling) and artificial neural networks (ANN) analysis, to test our theoretical framework and reveal linear and non-linear relationships that may be obscured by traditional methods. Marketing agility was operationalized as a second-order construct comprising four dimensions and all measurement scales were adapted from established literature.
The results reveal that technology readiness and organizational support play dominant roles in shaping AI adoption intentions, while the impact of perceived usefulness and ease of use is relatively smaller. Furthermore, AI integration is demonstrated to be critical driver for our marketing agility construct. This study demonstrates the joint influencing mechanism of organizational and individual factors, providing empirical evidence to engage with the micro-foundations debates within the theoretical framework of dynamic capabilities. In practice, it provides an actionable roadmap for SMEs to transform AI potential into tangible marketing capabilities.
Upon the investigation, our contribution lies in empirically testing how individual psychological acceptance scales into organizational strategic agility, providing a non-linear and micro-foundational perspective that best reconciles TAM and DCT for the AI-driven marketing landscape of SMEs. Unlike traditional adoption models that focus solely on the “if” and “when” questions of technology use, this study reveals the “how” roadmap of strategic transformation.
Despite substantial AI technology investment, many firms fail to translate isolated AI applications into integrated capabilities that deliver strategic returns and drive business model changes. Grounded in service-dominant logic (SDL), this study proposes and empirically tests a theoretical framework that positions AI capability (AIC) as a key antecedent in the nomological network of business model innovation (BMI). Drawing on a three-wave, two-week-interval longitudinal survey of 193 Chinese digital-intensive firms across IT, technical services, and digital leasing industries, and employing PLS-SEM, we examine associations among focal constructs, specifically, the mediating role of customer responsiveness (CR) and the moderating effect of digital organizational culture (DOC). This design mitigates common method bias and establishes temporal causal ordering. Empirical results indicate that AIC positively relates to BMI both directly and indirectly through CR, and that DOC significantly enhances the indirect effect of AIC on BMI via CR, particularly under high levels of AI-enabled sensing and interpretation. However, causal inference is limited by the cross-sectional nature of the data and self-reported measures. This study makes three key theoretical contributions. First, we identify CR as a market-oriented mechanism linking AIC to BMI, shifting focus from prior internal efficiency-focused mechanisms to customer-centric value co-creation. Second, we extend SDL to the AI context by clarifying how DOC shapes the strategic transformation of ambiguous probabilistic AI outputs into market-oriented actions. Third, we introduce DOC as an internal boundary condition for AIC, complementing prior research on external environmental moderators. These findings provide actionable guidance for managers seeking to unlock the strategic value of AI investments. Findings reflect statistical associations rather than confirmed causal effects, and results are based on perceptual survey data from Chinese digital firms.
Entrepreneurial marketing (EM) has emerged as a critical strategic orientation for small and medium-sized enterprises (SMEs) navigating volatile markets, yet the mechanisms through which EM is associated with environmental performance of SMEs remain theoretically underdeveloped. Drawing on entrepreneurial marketing theory, dynamic capabilities theory, the resource-based view, the natural resource-based view, and contingency theory, this study proposes and tests a two-stage capability model in which EM is linked to market agility and customer agility as parallel dynamic mechanisms that subsequently build marketing capability, which in turn is associated with environmental performance of SMEs. Market turbulence is examined as a boundary condition moderating the agility-to-capability pathways. Data were collected from 402 SME owners and managers across manufacturing and service sectors in the United Arab Emirates and analyzed using partial least squares structural equation modeling (PLS-SEM) in SmartPLS 4. Results confirm that EM is positively associated with market agility, customer agility, and marketing capability, and that both agility constructs partially mediate the EM-to-marketing capability relationship. Marketing capability shows a strong positive association with environmental performance of SMEs. Market turbulence significantly strengthens the market agility-to-marketing capability and customer agility-to-marketing capability relationships, while its moderating role in the direct EM-to-marketing capability path is not significant. These findings contribute to the entrepreneurial marketing and dynamic capability literature by specifying the organizational mechanisms linking EM to environmental performance and by identifying market turbulence as a selective boundary condition that strengthens agility-driven, but not orientation-driven, capability development. Practical implications for SME managers in emerging market contexts are discussed.
R. Mohammed, J. Sopuru· Sustainability· 0 citations
The UTAUT Model was the strongest predictor of behavioral intention, followed by Personal Concern and Top Management Support, while Perceived Risk had no significant influence and the model demonstrated strong explanatory and predictive capability.
Roselyn Ann Quijano, Jimnanie Manigo· International Journal For Mu...· 0 citations
Background The digitalization of the banking sector has led to the development of electronic customer relationship management (e-CRM) from a mere transaction portal to a more interactive and conversation-based ecosystem. However, there is a significant gap between algorithm efficiency and maintaining long-term customer engagement. Based on AI-based e-CRM, Sociotechnical Systems theory, Relationship Marketing theory, and Service-Dominant logic, this study examines the structural impact of AI Conversational Interactivity (a hallmark of e-CRM technology capability) on customer engagement, adoption resilience, and continuance intention. Methods This study specifically explores how the interactive front-end of e-CRM triggers consumer resource utilization and uses DART parameters to initiate dual-path trust processing as a human factor in e-CRM. This model is empirically tested using Partial Least Squares Structural Equation Modeling (PLS-SEM) on 400 active users of digital banking services. Results The results indicate that conversational interactivity plays a significant role in building cognitive and affective trust, enabling cognitive economy and providing emotional buffers, respectively. These trust pathways play a crucial role in mediating the relationship between interactive front-end and customer behavioral engagement. The findings further indicate that, Switch Point Optimization Efficacy, which demonstrates the competency of hybrid organizations in managing the transition from AI to human advisors, emerges as a key service recovery tool that moderates the path from trust to adoption, thereby protecting relational equity and preventing value destruction at algorithmic failure points. Conclusions This research presents a strategic guide for e-CRM implementation in financial institutions. The analysis finds that sustainable competitive advantage in maintaining customer engagement lies not in automation, but rather in the proper governance of affective trust toward AI in e-CRM.
Adoption of Enterprise Resource Planning (ERP) in agriculture firms is influenced by a complex interaction of organizational, human, and technology factors. Even though SAP-based ERP systems are widely used in Indonesian agricultural businesses, there is still a significant disconnect between system deployment and real use. Using an Extended Technology Acceptance Model (Extended TAM) that takes into account three organizational external factors training, management support, and organizational size this study investigates the factors that influence ERP system adoption at an agribusiness company in Pasuruan, East Java. The study concurrently evaluates the measurement model and the structural correlations among constructs using Partial Least Squares Structural Equation Modeling (PLS-SEM) using a sample of 46 active ERP users. To determine managerially actionable priorities, Importance-Performance Map Analysis (IPMA) is also utilized. Perceived Ease of Use (PEOU) significantly influences both Attitude (ATU) and Perceived Usefulness (PU), while Attitude (ATU) is the strongest predictor of ERP System Adoption. PEOU is also significantly increased by training, and PU is significantly improved by management support. However, adoption behavior was not significantly predicted by organizational size. According to IPMA data, ATU deserves ongoing support as the main adoption driver (Quadrant I), while PEOU is the highest-priority intervention target (Quadrant IV: high importance, low performance). Notably, Training did not significantly enhance Perceived Usefulness, and Management Support operated exclusively through an indirect pathway via Perceived Usefulness rather than directly influencing Attitude or adoption behavior. These deviations constitute theoretically meaningful boundary conditions, indicating that the TAM antecedent structure functions differently in resource-constrained agribusiness organizations. This study thus contributes a contextually calibrated variant of Extended TAM for agribusiness settings in emerging economies, alongside practical guidance through usercentered interface improvements, targeted training redesign, and sustained managerial engagement.
Bunga Khairun Nisa, Widia Febriyani, Taufiq Maulana Firdaus· International Seminar on Int...· 0 citations
The findings suggest that while AI serves as a strategic capability that enhances organizational responsiveness and innovation, its effectiveness depends on the presence of supportive organizational structures, leadership, and an adaptive culture.
Srinath T. K., Chandana H. S., Sagar Manjunath et al.· International journal of com...· 0 citations