*Article* **Organizational and Environmental Factors with the Mediating Role of E-Commerce and SME Performance**

#### **Arsalan Hussain , Arfan Shahzad and Rohail Hassan \***

Othman Yeop Abdullah Graduate School of Business (OYAGSB), Universiti Utara Malaysia, Sintok 06010, Kedah Darul Aman, Malaysia; arsalanhussaink9@gmail.com (A.H.); arfan@uum.edu.my (A.S.)

**\*** Correspondence: rohail.hassan@uum.edu.my; Tel.: +60-11-16416168

Received: 18 November 2020; Accepted: 15 December 2020; Published: 17 December 2020

**Abstract:** The study investigates the mediating role of e-commerce through organizational and environmental factors with small and medium enterprises (SMEs) performance. The study follows a cross-sectional survey method approach. The study's theoretical foundation is based on the resource-based view (RBV) and diffusion of innovation (DOI) theory. The current research identifies four manufacturing SMEs' strata based on participation in the country's exports using a stratified proportional random sampling technique. The research questionnaires were distributed among 700 top and middle-level managers of manufacturing SMEs. The data were analyzed by applying partial least square structural equational modeling (PLS-SEM) to examine the relationship between the exogenous, mediator, and endogenous variables. The finding reveals that top management support and competitive pressure have a significant positive impact on the use of e-commerce direct and mediation. At the same time, the adoption cost and government support have an insignificant impact on e-commerce usage. This study results can be used to enhance the use of e-commerce in Pakistan's manufacturing SMEs to improve the country's overall exports.

**Keywords:** use of e-commerce; manufacturing SMEs; organizational; environmental; firm performance

#### **1. Introduction**

Before starting on firm performance, it is vital to highlight that since the 1930s, researchers and practitioners together have pursued to understand underlying drivers of innovation and its effect on firm performance. However, the quest to link innovation with firm performance is somewhat obtained by interpreting innovation as culture [1] and innovation as a technology adoption [2]. Although several scholars have focused on the current decade, there are plenty of gaps in our understanding of the link between technology innovation and firm performance [3]. Likewise, open innovation subsequently increases SMEs' performance; for instance, Alibaba.com has become the world's largest e-commerce global platform for SMEs [4]. The dynamic, open innovation has mainly three processes: the inside-out process, the outside-in process, and the coupled process. All three processes must cross the regional boundaries by focusing on environmental factors and internal and external characteristics to implement open innovation [4,5] successfully. Thus, the study argues that the use and effective implementation of open innovation technology requires both the organizational and external environmental factors to implement digital technologies in the firm's innovation process.

In the modern era of digitalization, the evolved phenomenon of e-commerce, particularly in emerging markets, is growing rapidly, and enterprises are starting to prefer to buy and sell online. The more significant economies of developing countries, India and China, are shifting their operations day by the day from conventional businesses to click-and-mortar. The Indian e-commerce market growth is anticipated to reach 64 billion US dollars by the end of 2020 [5]. Likewise, according to China's online trade market data, China has already reached a 574 billion US dollars market in 2018 [6]. Likewise, the fast-growing development in the e-commerce market alters the ways to operate a business in large as well as small industries [7]. However, e-commerce usage in small and medium enterprises (SMEs) has significantly increased and is continuously making progress.

In the 21st century, SMEs are enhancing the sustenance and growth of numerous economies of the globe. For instance, according to the Asia pacific economic report, SMEs contribute over half of the employment and over 97% of all businesses across Asia-Pacific Economic Cooperation (APEC) economies [8]. Additionally, SME's share in the GDP of APEC countries is ranging from 20 percent to 50 percent. Similarly, In Association of Southeast Asian Nations (ASEAN) countries, SMEs account for 63.3 percent of employment, and their share in total gross value is around 42.2 percent [9]. In the same way, Zafar and Mustafa [10] said, on average, in low-income countries, SMEs contribute approximately 70% in employment and 60% in the country's GDP. Moreover, in middle-income countries, SMEs are contributing 95% to employment and 70% to GDP. Hence, it is depicted that SMEs are equally important for every economy of the world.

In addition to GDP, exports are considered another critical factor analyzing the economic growth of any country. SMEs' participation can also escalate the country's exports [11]. Though in regional countries like China, India, and Japan, SMEs contribute 60%, 37.5%, and 55%, respectively, of their exports. According to the World Trade Report (2016), SMEs' participation in exports of Pakistan was estimated at 24.8%, which is very low compared to the regional competitors. Hence, Pakistani SMEs are going through many challenges restricting their development in the long term [12]. Likewise, the adoption of new technology is an essential challenge faced by Pakistani SMEs.

Theoretically, the study deals with combining the disintegrated scholarly work about the TOE model on e-commerce usage. Previous scholars also elucidate the importance of technology innovation change with the significance of the factors, i.e., organizational and environmental [13]. Concerning the theoretical contribution of e-commerce usage, its integration as a mediator adds to a vital inclusion. In addition to that, drawing from the RBV perspective, the present study contributes by providing several theoretical relationships between TOE model resources and e-commerce usage as capability.

Practically, SMEs are embracing innovation activities to improve production processes [14]. There have been numerous studies on the adoption of e-commerce in the developed countries, but it is still at the earlier stage in developing countries [15]. In addition, many developing countries are still far behind in the adoption of e-commerce [16]. Similarly, Pakistan is also at the initial stage in the use of e-commerce [17].

According to the Global Competitiveness Report (2018), Pakistan is placed at 127 out of 140 states in terms of information communication technology (ICT) adoption. According to State Bank of Pakistan (SBP) (2019), economic experts forecasted that e-commerce sales would reach 1 billion US\$ by the end of the fiscal year 2020 [18]. Likewise, Table 1 shows the negative growth rate change in exports of manufacturing industries of Pakistan. Therefore, e-commerce usage in Pakistani SMEs needed further investigation, and it is vital to consider organizational and environmental factors for successful usage of technology like e-commerce in SMEs [19]. Thus, the current study aims to contribute to the existing knowledge by using e-commerce as a mediating variable between organizational and environmental factors and SMEs' performance.



Source: [20].

In Pakistan's manufacturing SMEs, it is needed to study the surgical industry in terms of technology usage like e-commerce. The surgical industry's contribution to total exports of the country is decreasing compared to the previous years. Pakistan's surgical instrument industry contributes 284.9, 254.4, 262.7, and 221.7 million US dollars in total exports of 2014, 2015, 2016, and 2017, respectively. In a similar vein, in the year 2018–2019, it is evident that there is a negative change of 1.46 percent in terms of exports' growth (Pakistan Bureau of Statistics, 2019). Likewise, there was a slight increase of 0.5 percent in sports goods SMEs in 2017–2018. The reason was the use of Pakistani football in Fédération Internationale de Football Association (FIFA) World Cup 2018. Unfortunately, again in the fiscal year 2018–2019, sports goods growth declined by 9 percent and 7.35 percent in terms of exports. In addition to sports goods, the leather industry's export growth also had a negative change of 8.41 percent in the fiscal year 2019. Similarly, the exports of textile manufacturers witnessed a slight growth of 0.1 percent and still stood at US\$ 9.99 billion in the fiscal year 2019 as compared to the US\$ 9.98 in the fiscal year 2018 [20].

The research findings insights about organizational and environmental factors through the indirect relation of e-commerce usage to SMEs' performance. The empirical investigation reveals that top management support and competitive pressure have a significant relationship direct as well as an indirect effect of the use of e-commerce as a mediation on firm performance [21,22]. However, adoption cost and government support do not appear statistically significant with e-commerce usage.

The remainder of this research consists of four sections. In the second section, the study highlights the detailed literature review and TOE model factors with the use of e-commerce and SMEs' performance. Section 3 focuses on the research methodology, which comprises sample size, data collection tools, and analysis. In the next Section 4, it will be interesting to read about the research's analysis and key findings. Section 5 ends up with the remarkable conclusion and limitations of the study.

#### **2. Literature Review**

#### *2.1. SMEs Performance*

SMEs' performance is considered a significant indicator of the effectiveness of organizations. SME's performance refers to an indicator consists of market share, firm profitability, and growth of the firm in which profitability and firm growth are necessary elements of SMEs' performance, and these elements are used to measure the effectiveness [23]. SMEs' performance was used as an indicator to assess the businesses' growth in an economy. SMEs' performance is one of the major concerns in today's businesses [24]. Moreover, the performance of SMEs is essential for for-profit organizations [25]. SMEs' performance is an essential indicator of attaining the firm [26]. Most of the prior researchers paid less attention to which indicators should be included in SMEs' performance and how SMEs' performance should be measured [26]. Mainly scholars have measured the SME's performance with profit, survival, value, growth, and public image [27].

#### *2.2. B2B E-Commerce*

In a broader sense, previous business to business (B2B) electronic commerce adoption research has investigated the issues from a range of theoretical foundations. For instance, researchers have explored how technology, organization, and environmental (TOE) context factors examined the adoption/usage of B2B electronic commerce [28]. The main advantages of using B2B e-commerce include acquiring substantial returns by increasing performance, revenue, new business opportunities, reducing inventory, and improving customer relations [29]. Currently, Pakistan is far behind in electronic commerce usage from regional countries like Turkey, China, and India [30]. In 2019, Pakistan's Internet users' number was estimated to increase to 56 Million. Therefore, the present study addresses this problem by proposing the mediating role of the use of e-commerce with TOE model factors.

#### *2.3. Adoption Cost*

Previous literature recognized that adoption cost has two streams related to technology innovation that are positive and negative [31]. In addition, the innovation's relative cost is more critical for small firms as compared to the large firm due to the less availability of the resources, such as finance, labor, and material [32]. Opposing this, the relationship between transaction costs and firm performance is negatively associated [33]. However, the direct influence of adoption cost on firm performance is a missing link. Therefore, more insights require at the firm level to identify the relationship between productivity, innovation, and operational efficiency. Different types of innovation costs have a different significant impact on business performance [34]. Hence, the direct relationship between adoption cost and firm performance is still in the infancy stage in the literature.

#### *2.4. Top Management Support*

Top management usually makes timely decisions to achieve the firm's ultimate goals; thus, the possible benefits and hurdles in taking the tough decision of adopting new technology like e-commerce. As defined in previous literature, TMS and encouragement are vital criteria for the adoption of IS technology, including e-commerce [35]. Similarly, top management knowledge related to the benefits of the adoption also creates substantial value. At the same time, it is crucial in the planning and defining role of information technology (IT) in the firm [36]. Moreover, the organization's new technology will be more successfully implemented if its employees recognize its adoption returns and support the managers [37]. Additionally, top management support is also helpful in reducing the employees' resistance to change. Several other factors like manager's attitudes towards IT, innovativeness, experiences, and IT knowledge directly affect SMEs' adoption process. Therefore, TMS is a crucial factor in e-commerce, and untimely, it may increase SMEs' performance in Pakistan.

#### *2.5. Government Support*

It is indisputable that government agencies are a well-established factor for organizational innovativeness [38]. In literature, government support has been measured in terms of two indicators. The first indicator is related to government availability to technology usage like the Internet. The second indicator is associated with government encouragement and assistance to encourage SMEs for e-commerce adoption. Notably, ref. [39] have investigated that businesses operated under restrictive government policies are less likely to adopt IT adoption. In addition, ref. [40] has submitted in their findings that government, through the influence of regulation, can positively as well as negatively impact the adoption of information technology innovation. Similarly, ref. [41] argues that one of the critical and influencing drivers of Internet commerce adoption is government support while investigating the TOE drivers of e-commerce adoption. Therefore, in the current study, government support is expected as an influencing factor for Pakistani SMEs.

#### *2.6. Competitive Pressure*

Competitive pressure refers to the "pressure felt by the competitors within the same industry" [39]. In previous literature, it is argued that competitive pressure affects technology adoption when a firm identifies that this adoption of technology leads towards competitive advantage and, ultimately, firm performance [42]. The general view held by all economists is that competition increases the chances of adoption of an innovation. It was argued in the literature that IT adoption had affected the competition in three ways; by changing the rule of competition, industry structure, and by providing new business methods in the industry. Previous studies have shown that competition intensity is positively influenced by the degree of e-commerce adoption [43]. Therefore, the present study has created a missing link between competitive pressure and firm performance through the use of e-commerce.

#### *2.7. Theoretical Foundation and Framework*

According to the diffusion of innovation (DOI) theory, innovation is defined as "an idea, practices, or object that is perceived to be new by an individual or another unit of adoption" [44]. While diffusion refers to "the process by which an innovation is communicated through certain channels over time among the member of a social system" [44]. Similarly, Roger explains that diffusion is often related to the efforts to extend the innovation by good listeners by using the communication channels. However, adoption is more associated with the decision to agree and use innovation; for instance, e-commerce usage [45].

The TOE framework is also applied in numerous studies related to technology innovation and technology adoption/usage studies. For instance, electronic data interchange (EDI) adoption, e-market adoption, web 2.0, and enterprise resource planning (ERP) adoption [46–49]. However, the present study focuses on top management support (TMS) and adoption cost (AC) as an organizational context. Likewise, government support (GS) and competitive pressure (CP) as environmental factors.

In addition to TOE and DOI theories, a resource-based view (RBV) is also applied in numerous technology usage/adoption studies. In this study, RBV is employed as the underpinning theory. The primary contention of the RBV theory is resource heterogeneity, that is, capabilities, different resources, and immobility of the firm [50]. These unique resources consist of specific characteristics like economically valuable, relatively scarce, difficult to imitate by competitors, and non-substitutable by other market players. Firms have different resources and efficiently and effectively utilize their resources to gain a competitive advantage [51]. The present study has contributed to the RBV theory by considering the use of e-commerce as a capability to get a competitive advantage over rivals.

Theoretically, previous scholars have discussed blockchain adoption [52], cloud ERP adoption [53], e-government usage [54]. Moreover, it is suggested that e-commerce usage/adoption as a mediator needed further research, particularly for developing countries [16]. Moreover, very few studies have looked into the TOE model's organizational and environmental dimensions [55] combined with DOI and RBV theories. Hence, the highlighted practical and theoretical issues merit further study, and this study extends the existing knowledge by answering research questions in developing countries, particularly in manufacturing SMEs of Pakistan. The theoretical framework of the study is consisting of four independent variables, one mediating variable, and one dependent variable, as shown in Figure *J. Open Innov. Technol. Mark. Complex.* **2020**, *6*, x FOR PEER REVIEW 6 of 23 1.

**Figure 1.** Theoretical framework. Source: authors **Figure 1.** Theoretical framework. Source: authors.

*2.8. Hypotheses Development* 

and firm performance [61].

of adopting technology, the more frequently it will be implemented in the organization [58,59]. Previous literature recognized that adoption cost has two streams related to technology innovation that are positive and negative [31]. The innovation's relative cost is more critical for small firms than large firms [60]. This is because of less resource availability in small and medium firms, such as finance, labor, and material [32]. In addition, there is a significant association between IT investment

Moreover, the literature suggested that several factors affect open innovation and SMEs performance, such as external networking, which is necessary to market B2B global market, and available resources like the cost of adopting a particular technology innovation [62]. On the other hand, there is a negative relationship between transaction costs and firm performance [33]. However, the direct influence of adoption cost on firm performance is a missing link. Therefore, more insights require at the firm level to identify the relationship between productivity, innovation, and operational efficiency. Different types of innovation costs have a different significant impact on business performance [34]. Hence, the indirect relationship between adoption cost and firm

2.8.1. Adoption Cost, Use of E-Commerce, and Firm Performance

#### *2.8. Hypotheses Development*

#### 2.8.1. Adoption Cost, Use of E-Commerce, and Firm Performance

The cost associated with the usage of e-commerce is measured as an influencing factor in SMEs and is known as adoption cost [56,57]. At the same time, in the literature, it is argued that the less cost of adopting technology, the more frequently it will be implemented in the organization [58,59]. Previous literature recognized that adoption cost has two streams related to technology innovation that are positive and negative [31]. The innovation's relative cost is more critical for small firms than large firms [60]. This is because of less resource availability in small and medium firms, such as finance, labor, and material [32]. In addition, there is a significant association between IT investment and firm performance [61].

Moreover, the literature suggested that several factors affect open innovation and SMEs performance, such as external networking, which is necessary to market B2B global market, and available resources like the cost of adopting a particular technology innovation [62]. On the other hand, there is a negative relationship between transaction costs and firm performance [33]. However, the direct influence of adoption cost on firm performance is a missing link. Therefore, more insights require at the firm level to identify the relationship between productivity, innovation, and operational efficiency. Different types of innovation costs have a different significant impact on business performance [34]. Hence, the indirect relationship between adoption cost and firm performance through e-commerce is still in the literature's infancy stage. The discussion formulates the below hypotheses:

**Hypothesis 1.** *Adoption cost has a negative influence on the use of e-commerce*.

#### **Hypothesis 2.** *Use of e-commerce mediates the relationship between adoption cost and firm performance*.

#### 2.8.2. Top Management Support, Use of E-Commerce, and Firm Performance

Top Management Support refers to the firm's leadership that escalates the significance of e-commerce adoption and their commitment to it [63]. Previous empirical studies observed the positive relationship between top management support and firm performance [64,65]. Likewise, technological innovation (e-commerce) has been systematically influenced by top managers' support in the SME [66].

Top Management support to open innovation can be imitated for taking strategic and operational decisions. Further, management support can be reflected to provide awareness of how open innovation can further enhance the organization's innovativeness [67]. Thus, top management is an essential element that can force with or against the adoption process. If top management works positively to adopt new technology only, it may reduce organizational resistance for change like e-commerce [68–70]. The former scholars are more towards the subjective psychological state regarding the potentials of e-commerce. While the latter refers to the steps taken to enable e-commerce in their firms [71]. Hence, top management support is an indispensable factor and served as a strategic resource to increase firm performance [72]. Therefore, based on the stated arguments, the following hypotheses were established:

**Hypothesis 3.** *Top management support has a positive influence on the use of e-commerce*.

#### **Hypothesis 4.** *Use of e-commerce mediates the relationship between top management support and firm performance*.

#### 2.8.3. Government Support, Use of E-Commerce, and Firm Performance

Literature reveals that SMEs' sectors are primarily influenced by governmental policies and lack of innovation implementation [73,74]. This implies that the government should take several corrective and preventive measures to solve numerous problems, such as establishing an R&D department to compete in the international market and making technological advancements to improve products and services.

In the 21st century, open innovation is the primary concern of industries. However, Australian and Singapore governments have facilitated the promotion of online open innovation platforms [75]. However, there is very rare research available that identified the firm's performance with government support and innovation, particularly in developing countries [76]. However, previous studies have also used government support in innovation usage like e-marketing, e-government, e-banking, and e-learning [60,77–79]. Thus, all the above-discussed issues are causing a direct or indirect effect on SMEs' performance, which needs to be tested with the RBV theory. At what level government support impact the firm performance? Moreover, this literature is filled with the help of the current study. The discussion leads to the following hypotheses:

**Hypothesis 5.** *Government support has a significant positive influence on the use of e-commerce*.

#### **Hypothesis 6.** *Use of e-commerce mediates the relationship between government support and firm performance*.

#### 2.8.4. Competitive Pressure, Use of E-Commerce, and Firm Performance

Competitive pressure refers to the "pressure felt by the competitors within the same industry" [39]. In previous literature, it is argued that competitive pressure affects technology adoption when a firm identifies that this adoption of technology leads towards competitive advantage and, ultimately, firm performance [42,80]. Similarly, the study shows that firms are moving towards innovation adoption as competitive pressure increases. However, the literature suggests that the pressure on SMEs has increased unprecedented challenges [81].

Moreover, open innovation is an approach that focuses on new ideas and knowledge generated from the outside environment of the firm, such as competitive pressure [82]. Likewise, a study by [83] indicated that the top market players could make industry standards, and these standers force other firms of the market to follow them. Therefore, it implies that to maintain the position of competitiveness, SMEs must adopt the technology to grab maximum market share both at local and international level and such activity upsurge the confidence level of the customers and help the company to increase their sales to pay back the investment in a short period [47,84] which eventually increases firm performance [85–87]. The above discussion proposed the following hypotheses:

**Hypothesis 7.** *Competitive pressure has a significant positive influence on the use of e-commerce*.

**Hypothesis 8.** *Use of e-commerce mediates the relationship between competitive pressure and firm performance*.

#### 2.8.5. Use of E-Commerce has a Significant Positive Influence on Firm Performance

The term open innovation has created a new value for a firm by combining technologies and markets such as inter-organizational networks and national innovation systems beyond the boundaries of the firm [4]. Consequently, open innovation dynamic capabilities allow firms to crab outbound opportunities by using information technology. Thus, the use of e-commerce as innovation openness can fascinate customer interaction with the seller globally, which eventually enhances the SMEs' performance.

In the past literature, e-commerce usage is considered a platform to interact with other business partners, which leads to firm performance [88]. Likewise, this usage is fascinating customer interaction with the seller locally and globally as well. Furthermore, [89] confirmed that the use of e-commerce had changed many operations in the business; it is not only changed the ways of selling, buying, and overall communication of business partners to change the business perspective from "production excellence" to "customer intimacy". Despite great attention by the government, the adoption of electronic commerce is still behind in developing countries. Moreover, [90] reported that e-commerce has a positive impact on operational performance.

On the contrary, Sila [91] studied the consequences of e-commerce usage and confirmed that e-commerce uses do not directly impact operational performance. Instead, it improves the performance of business operations first and later enhances operational performance. Therefore, the current study includes e-commerce usage as a mediator in the framework to help Pakistan's SME sector. In addition, to enhance the performance of SME's, all the factors were studied thoroughly with the help of previous literature to motivate the SME's to analyze the lacking in their firms and to adopt different ways and methods to resolve their current issues and maximize their profits, market share, financial position, and survival for the more extended period. The above discussion formulates the following hypothesis:

**Hypothesis 9.** *Use of e-commerce has a significant positive influence on firm performance*.

#### **3. Methodology**

#### *3.1. Research Design, Measures and Sampling Technique*

Research design can be referred to as a plan or procedure used to conduct the study, collect data, and analyses variables stated in the research problem. It is essentially an outline and plans to explore the research to answer the research questions. In this research, a cross-sectional survey method was used. Survey research analyses the association for different variables in the social system such as institutions, organizations, and communities. Moreover, the unit of analysis means the object that is studied in research [92]. The subject can be an individual, an organization, or a household relevant to the researcher's studies [93]. The study has used the organization as a unit of analysis, and SME managers working at the top and middle-level positions are considered respondents.

The present study has followed a closed-ended questionnaire composed of two sections: section one covers demographic information concerning respondents and their firms, while section two covers questions pertaining to constructs used in the research frameworks of the present study. In addition, a concise overview of both subsections is given as follows: Section A consists of six questions; four questions relate to the respondent's profile, including gender, age, education, and position in the organization's hierarchy; while the remaining two questions were related to the firm, i.e., industry type and experience of using e-commerce. Section B includes six adapted questionnaires from previously published studies; the scale of firm performance was modified in line with [94] and [95]; to measure adoption cost, three (03) items scale was taken from [96]; Likewise, four (04) element questionnaire to measure top management support was adapted from [97]; government support scale was adapted from [98] with four (04) items; competitive pressure is measured with the [95] scale of six (06) items; Use of e-commerce was assessed by adapting seven (07) items scale from [99].

There are about 3.8 million registered companies in Pakistan, including 90 percent of small and medium-sized companies across the country approximately [100]. The present study identifies four manufacturing SMEs' strata based on participation in the country's exports by using a stratified proportional random sampling. The total population of manufacturing SMEs that participated in exports of Pakistan is 6561, as shown in Table 2. However, 364 manufacturing SMEs were chosen according to the sample size table provided by [101]. To collect the research data, a total of 700 questionnaires were sent to the top and middle-level managers of selected manufacturing SMEs as shown in Table 3.

#### *3.2. Data Collection Procedure*

The researcher has collected the data with adapted questionnaires from the top and middle-level managers of Pakistan's targeted manufacturing SMEs. The questionnaire is constructed with a Likert scale of seven scales, anchored to "strongly disagree" (1) and "strongly agree" (7). The questions were structured to explore the mechanisms which will affect Pakistan's SMEs' performance and use of e-commerce. Precisely, the data for this study is collected for three and a half months, starting from April 2020. By keeping in view, the nature of the manufacturing firms' managers, the survey was conducted via the Google form; the questionnaire was shared by email (addresses taken from the Sialkot chamber of commerce) and WhatsApp community groups SMEs managers as presented in Table 4.


**Table 2.** The population of the current study.




Returned and usable 364 Response rate percentage 54.6% Usable response rate 52.5%

#### **4. Data Analysis and Findings**

#### *4.1. Multivariate Skewness and Kurtosis* **4. Data Analysis and Findings**

The present study assessed the multivariate skewness as well as kurtosis by using web power software available at https://webpower.psychstat.org/models/kurtosis, as suggested by Sarstedt, Ringle [103] and Cain, Zhang [104] before further analysis. After analysis, the result revealed that the collected survey data were not multivariate normal; Mardia's multivariate skewness and kurtosis were (β = 2.80, *p* < 0.01) and (β = 48.98, *p* < 0.01) respectively, as shown in Figure 2. Therefore, in the present study, the researcher has used PLS-SEM by SmartPLS software due to the multivariate normality issue. *4.1. Multivariate Skewness and Kurtosis*  The present study assessed the multivariate skewness as well as kurtosis by using web power software available at https://webpower.psychstat.org/models/kurtosis, as suggested by Sarstedt, Ringle [103] and Cain, Zhang [104] before further analysis. After analysis, the result revealed that the collected survey data were not multivariate normal; Mardia's multivariate skewness and kurtosis were (β = 2.80, *p* < 0.01) and (β = 48.98, *p* < 0.01) respectively, as shown in Figure 2. Therefore, in the present study, the researcher has used PLS-SEM by SmartPLS software due to the multivariate normality issue.


**Figure 2.** Mardia's multivariate skewness and kurtosis. **Figure 2.** Mardia's multivariate skewness and kurtosis.

#### *4.2. Respondents Profile 4.2. Respondents Profile*

demographic information covers information related to respondents and their firm. **Table 5.** Demographic data and respective percentages. **Commented [F2R1]:** We have changes the picture with high resolution. Although, we have unable to edit figures inside the picture because it is generated by web power software. This section explains the profile of the respondents of the current study as shown in Table 5. The demographic information covers information related to respondents and their firm.

This section explains the profile of the respondents of the current study as shown in Table 5. The

**Commented [M.1]:** 1. Change p-value to *p*-value. 2. Change 1.822986e−13 to 1.822986 × 1013 The same for the below number.

**Demographics Frequency Percentage (%)** 

Male 198 54.39

21 to 30 years 124 34.0 31 to 40 years 152 41.7 40 years and above 88 24.17 Experience in using e-commerce Less than 1 year 164 45.05 More than 1 to 2 years 112 30.7

Gender

Age group


**Table 5.** Demographic data and respective percentages.

#### *4.3. Descriptive Analysis of Latent Construct 4.3. Descriptive Analysis of Latent Construct*

The descriptive statistic in Table 6 exhibited that scores related to mean, minimum, maximum, and standard deviation values were calculated on a Likert scale ranging from 1 (Strongly disagree) to 7 (Strongly agree). Hence, descriptive statistics show that mean values ranging from 4.36 to 5.44, and standard deviation values range from 0.91 to 1.43. Moreover, Cronbach's alpha results are in line with the standard values, i.e., at least 0.65 is considered average reliability, and 0.70 or higher indicates that the instrument has a better reliability standard [105,106]. The descriptive statistic in Table 6 exhibited that scores related to mean, minimum, maximum, and standard deviation values were calculated on a Likert scale ranging from 1 (Strongly disagree) to 7 (Strongly agree). Hence, descriptive statistics show that mean values ranging from 4.36 to 5.44, and standard deviation values range from 0.91 to 1.43. Moreover, Cronbach's alpha results are in line with the standard values, i.e., at least 0.65 is considered average reliability, and 0.70 or higher indicates that the instrument has a better reliability standard [105,106].

**Table 6.** Descriptive statistics and Cronbach's alpha. **Table 6.** Descriptive statistics and Cronbach's alpha.  **Min Max Mean SD Cronbach's Alpha** 


#### *4.4. Assessment of Measurement Model 4.4. Assessment of Measurement Model*

The present research examined the validity and internal consistency reliability of the model to evaluate the outer model, also known as the measurement model [107] and it is shown in Figure 3. The present research examined the validity and internal consistency reliability of the model to evaluate the outer model, also known as the measurement model [107] and it is shown in Figure 3.

**Figure 3.** The PLS algorithm of the measurement model. **Figure 3.** The PLS algorithm of the measurement model.

**Commented [M.3]:** All these number are not clear, was hidden. Please revise it to make it completed shown. In

4.4.1. Internal Consistency Reliability and Convergent Validity 4.4.1. Internal Consistency Reliability and Convergent Validity

The composite reliability (CR) of the model was tested to measure the internal consistency reliability. Table 7 showed that all values are above 0.60, which fulfilled the criteria [108]. Likewise, convergent validity is elucidated by [109] as "the degree to which a latent construct explains the variance of its indicators." Moreover, Table 7 shown that 50% of each variance is attained by each addition, change hyphen to minus sign (-0.051 to −0.051). **Commented [F4R3]:** We have replaced the Figure 3 to make it more clear and high resolution. We are unable to edit the above picture because it is generated by SmartPLS software. The composite reliability (CR) of the model was tested to measure the internal consistency reliability. Table 7 showed that all values are above 0.60, which fulfilled the criteria [108]. Likewise, convergent validity is elucidated by [109] as "the degree to which a latent construct explains the

construct (i.e., AVE is equal and greater than 0.50), which is above the threshold value given by [109].

variance of its indicators." Moreover, Table 7 shown that 50% of each variance is attained by each construct (i.e., AVE is equal and greater than 0.50), which is above the threshold value given by [109].


**Table 7.** Reliability and validity results.

#### 4.4.2. Discriminate Validity

The square root of AVE given by [110] defines discriminating validity. Furthermore, ref. [110] propose that the value of the AVE square root should be greater than the latent variables, which indicates a discriminating value. Table 8 revealed that all the diagonal values are greater than the other latent variable values. Likewise, the second criterion is to measure the validity of the constructs provided by [111,112], including the two commonly used parameters with the cutoff points HTMT.85 and HTMT.90, respectively, to evaluate the HTMT values. The values shown in Table 9 are less than the threshold values.


**Table 8.** Discriminate validity matrix.

**Table 9.** Heterotrait-monotrait ratio of correlations (HTMT).


pressure 0.140 Firm performance 0.053 0.422

 **Adoption Cost** 

Adoption cost Competitive

Government

Top management

Use of E-

#### *4.5. Structure Model 4.5. Structure Model*

After the measurement model, the next move was towards the structural model assessment. As discussed by [108], inner modeling is given in a structural model by considering path coefficients and t-values of direct and indirect relationships. In addition, ref. [113] suggested that the t-value should be greater than 1.64 to decide the significance relationship and further used in decision-making on the above-proposed hypotheses. Below Figure 4 shows the structure model of the study. After the measurement model, the next move was towards the structural model assessment. As discussed by [108], inner modeling is given in a structural model by considering path coefficients and T-values of direct and indirect relationships. In addition, [113] suggested that the t-value should be greater than 1.64 to decide the significance relationship and further used in decision-making on the above-proposed hypotheses. Below Figure 4 shows the structure model of the study.

*J. Open Innov. Technol. Mark. Complex.* **2020**, *6*, x FOR PEER REVIEW 13 of 23

**Table 9.** Heterotrait-monotrait ratio of correlations **(**HTMT).

**Government Support** 

**Top Management Support** 

**Use of E-Commerce** 

> **Commented [M.5]:** All these number are not clear, was hidden. Please revise it to make it completed shown.

**Firm Performance** 

commerce 0.100 0.709 0.836 0.056 0.458

**Competitive Pressure** 

support 0.071 0.039 0.049

**Figure 4.** Assessment of structure model. **Figure 4.** Assessment of structure model.

#### 4.5.1. Assessment of Structural Model 4.5.1. Assessment of Structural Model

Providently, Table 10 shows the hypotheses supported in the present study to have a t-value greater than 1.64. Therefore, three (03) out of the five (05) direct relationship hypotheses were supported in the current study. The first direct hypothesis is not supported, i.e., the direct impact from adoption cost (AC) to use of e-commerce (UEC) is not negatively significant (beta value = 0.023; T = 0.543; *p* > 0.05). Likewise, the result demonstrates that the second direct hypothesis, which is, top management support (TMS) has a significant positive impact on the use of e-commerce (UEC) (beta = 0.358; T = 9.219; *p* < 0.05), supported. Similarly, the third direct relationship, which is government support, has a significant direct impact on e-commerce (beta = −0.051; T = 0.929; *p* > 0.05), not supported. Fourth direct relationship, i.e., competitive pressure (CP) has a significant positive effect on the use of e-commerce (UEC) (beta = 0.517; T = 12.72; *p* < 0.05), and therefore, supported. Lastly, the fifth direct hypothesis is supported, as the use of e-commerce has a positive direct impact on firm performance (B = 0.759; T = 34.15; *p* < 0.05). **Commented [F6R5]:** We have replaced the picture and tried to make it more clear. Providently, Table 10 shows the hypotheses supported in the present study to have a t-value greater than 1.64. Therefore, three (03) out of the five (05) direct relationship hypotheses were supported in the current study. The first direct hypothesis is not supported, i.e., the direct impact from adoption cost (AC) to use of e-commerce (UEC) is not negatively significant (beta value = 0.023; T = 0.543; *p* > 0.05). Likewise, the result demonstrates that the second direct hypothesis, which is, top management support (TMS) has a significant positive impact on the use of e-commerce (UEC) (beta = 0.358; T = 9.219; *p* < 0.05), supported. Similarly, the third direct relationship, which is government support, has a significant direct impact on e-commerce (beta = −0.051; T = 0.929; *p* > 0.05), not supported. Fourth direct relationship, i.e., competitive pressure (CP) has a significant positive effect on the use of e-commerce (UEC) (beta = 0.517; T = 12.72; *p* < 0.05), and therefore, supported. Lastly, the fifth direct hypothesis is supported, as the use of e-commerce has a positive direct impact on firm performance (B = 0.759; T = 34.15; *p* < 0.05).

**Table 10.** Hypotheses testing results (direct effect).


Note: AC = adoption cost, TMS = top management support, GS = government support, CP = competitive pressure, UEC = use of e-commerce, FP = firm performance.

4.5.2. Assessment of Coefficient of Determination (R<sup>2</sup> ), Effect Size (f<sup>2</sup> ), and Predictive Relevance (R<sup>2</sup> )

The coefficient of determination (R<sup>2</sup> ) describes the degree of variation caused by all exogenous variables in the endogenous variable. In addition, ref. [109] presented the threshold values for the appropriate coefficient of determination values as 0.75, 0.50 as moderate, and 0.25 as a weak degree. The values displayed in Table 10 predicted that the coefficient of determination has moderate levels of predictive accuracy. After R<sup>2</sup> , the study investigated the effect size is to determine the influence of omitted exogenous variables on latent endogenous variables. In particular, it implies the difference in (R<sup>2</sup> ) between the key effects in the model under review after the removal or presence of any specific exogenous variable [114]. To measure the effect size of a specific model, the threshold values range from 0.02, 0.15, and 0.35 for no, medium, and high effect sizes. The current study showed no and medium effect size of the studied model. Likewise, the acceptance level of predictive relevance (Q<sup>2</sup> ) above 0 indicates that exogenous variables have predictive significance for the model's endogenous variables [109]. Thus, it can be found in Table 10 that both the Q<sup>2</sup> = 0.331 and Q<sup>2</sup> = 0.258 values are greater than zero. Therefore, the current research model has sufficiently predictive relevance.

#### *4.6. Mediation Analysis*

The study also examined the indirect effects of independent variables through mediation. For mediation, several tests will be used to calculate mediation, such as the Sobel test by [115] and bootstrapping, which is given by [116], employed to calculate the indirect effect of a latent variable. Moreover, as recommended by [105], the bootstrapping technique is more appropriate for small sample size and works for multivariate models. Therefore, the current study employed bootstrapping (5000 subsamples) to calculate the indirect effect of the use of e-commerce.

Consequently, Table 11 presented that the mediation (indirect effect) of adoption cost with beta = 0.018 and t-value of 0.541 does not support the mediating effect of the use of e-commerce with firm performance. Similarly, the mediation of the use of e-commerce in relationship with government support is also not significant mediation with beta = −0.039 and a t-value of 0.929. However, the indirect effect with beta = 0.272 and t-value of 8.177 is explained as significant mediation with top management support and firm performance. Lastly, the mediation effect of the use of e-commerce with competitive pressure and firm performance is also supported with beta = 0.393 and a t-value of 12.955.



Note: AC = adoption cost, TMS = top management support, GS = government support, CP = competitive pressure, UEC = use of e-commerce, FP = firm performance.

#### **5. Discussion**

The study integrated the use of e-commerce innovation with SMEs' performance. The two aspects of the TOE model were successfully implemented. Therefore, the first contribution was the implementation in conjunction with the TOE model and technology usage (DOI theory), particularly the mediation of the use of e-commerce. The study demonstrates that two aspects of the TOE model, i.e., the organizational and environmental context factors, are essential to implement the technology usage. The study also provided a theoretical structure for manufacturing SMEs in Pakistan using the resource-based view (RBV). A total of nine (09) hypotheses were identified and formulated based on the research objectives and underlying issues. To test the theories, the statistical analysis was performed using SPSS v 25 and PLS-SEM 3.3.2. The present study analysis and findings showed that out of nine (09) hypotheses, five (05) hypotheses have a significant impact on the use of e-commerce and firm performance.

The findings specify that a firm can benefit from using an open innovation process through the use of e-commerce platforms. As suggested by [117], customer and supplier interaction are highly important for open innovation. Though, a combination of the organizational and external environment with firm innovation can enhance manufacturing SMEs' global outreach.

The results revealed that top management support (TMS) and competitive pressure (CP) is playing a significant role in the usage of e-commerce in Pakistani SMEs, and findings are consistent with the previous studies [29,32,96,118,119]. Thus, the present study considers the use of e-commerce as a strategic decision to improve Pakistani SMEs' overall performance. Further, the direct effect of e-commerce is also significant and consistent with past research [120,121]. The top management has the authority to allocate the financial and other resources needed to use e-commerce. The success of open innovation implementation is linked with the enthusiasm and support of top management to make strategic alliances and collaboration with global firms. Further, open innovation requires inter and intra-firm collaboration; therefore, SMEs need consistent leadership skills and efforts to ensure open innovation and firm growth.

Moreover, according to RBV theory, Barney [122] emphasized that firms should have unique resources and capabilities to bring towards competition in the industry to get a competitive advantage. Many studies have found consistent results with technology-enabled innovation and firm performance [123]. Further, the firms can achieve a competitive advantage if an enterprise bundles their resources and capabilities to become difficult for their competitors to imitate [124]. Moreover, some companies are focused on a full open innovation approach. At the same time, others are relying on close innovation. However, open innovation, like the use of e-commerce, is a continuous process that served as a capability towards a competitive advantage.

However, the present study analysis suggests that there is no support for the impact of adoption cost on the use of e-commerce. In contrast, cost remains one of the major barriers in literature in the adoption of technology [125]. The results revealed that the cost of adoption has an insignificant connection to the use of e-commerce. The reasoning behind the point out that the cost of human capital (e.g., training & development), the re-engineering costs of the company's structure, and the cost of failure in the manufacturing production line [126,127] are more essential considerations for technology usage rather than adoption cost. Further, the adoption cost factor does not influence the use of e-commerce in SMEs. As stated in the literature, open innovation collaborates and supports unused resources with other firms [128]. Likewise, with open innovation application, small and medium enterprises (SMEs) move towards a commission model such as third-party cloud platforms. In addition, the subscription to these e-commerce platforms is easy and cost-effective. Therefore, adoption cost does not find an influencing factor for the use of e-commerce in SMEs of Pakistan.

Moreover, the effect of government support (GS) on the use of e-commerce also has no significant relationship in the present study. Because the developing countries' government pushes and supports the adoption of e-commerce for large organizations in the following three ways. First, by providing incentives, second, by making specific policies and laws, creating skilled workers, and providing IT infrastructure [129,130]. Literature suggests that SMEs cannot pursue open innovation to commercialize its product to the global market without government support. Compared to large firms, SMEs require appropriate government policies and funding such as tax incentives, regulatory structure to avoid hacking and fraud, and e-commerce platforms to enhance open innovation in Pakistani manufacturing SMEs.

#### *5.1. A Holistic Comparison of Our Findings with Other Studies*

Prior scholars are focused mainly on two streams. First, determining factors of information communication technology (ICT) adoption [131]. Second, the usage of Innovation technology [132]. In literature, a lack of debate on e-commerce technology usage with firm performance. For instance, ref. [133] does not point out the link between sustainability and competitive capabilities in terms of environmental regulations and organizational drivers. Moreover, in the domain of technology innovation adoption, the researchers focused on one particular industry and context [134]. However, a firm's engagement in technology adoption is more concerned with community pressure and the economic risk of developing countries' enterprises [131]. Moreover, technology adoption studies are more towards adoption drivers, specifically [135]. The current study leads adoption to one step forward from innovation to performance effect. The previous research has also taken the use of sales revenue as the only performance indicator [81]. However, the current paper focused on financial as well as non-financial performance indicators. Past researchers are focused on the overall population of one sector, like the retail industry [136]. The present paper has employed four categories of manufacturing SMEs: textile, leather, sports, and surgical by applying a stratified proportionate random sampling technique.

#### *5.2. Implications of the Study*

Nonetheless, very few studies have investigated the theories of the TOE, DOI, and RBV as a combined theoretical consideration. Moreover, the study contributes by introducing the role of the use of e-commerce as a mediating variable between TOE factors and firm performance. The introduction and usage of e-commerce is key to enhancing efficiency during the era of digitalization. This study has a practical implication by using the TOE model, which is vivacious for the use of e-commerce, which ultimately leads to improved performance of Pakistani small and medium businesses. Moreover, the significant direct and indirect relationship with the use of e-commerce also calls upon the SME managers' attention towards the availability of such resources (independent variables) before implementing e-commerce in their organizations. Hence, this study has tried to explain the essential underlying factors and capabilities to convert the firm from the traditional way of doing business to click and mortar using e-commerce.

#### *5.3. Limitations and Future Research Recommendations*

The present research respondents belong to manufacturing firms, and the study's presence is beneficial only to small and medium-sized firms in developing countries. To increase the generalizability of the research, the study should have carried out through manufacturing SMEs in low-income countries around the globe. Future work should also fit the theoretical basis of dynamic capability theory by considering internal and external dynamic resources to achieve a competitive advantage.

#### *5.4. Conclusions*

The practice to implement the use of e-commerce in this era of digitization is indispensable and is of the essence during the progression of modern time. Based on technological and environmental specific factors in Pakistani manufacturing firms' context, this study is vivacious for e-commerce usage. The implementation of e-commerce will contribute to the upsurge in Pakistani manufacturing SMEs' performance in the long run. The present study contributes by providing useful guidelines for the policymakers, government regulators, and top management. These sets of bodies make a successful effort to target implementing the e-commerce usage in Pakistani manufacturing SMEs.

The research findings suggest that academic researchers and practitioners look at underlying resources and capabilities related to organizational and environmental factors before implanting e-commerce usage. Moreover, instead of motivating firms to use e-commerce only because other market players are doing so, the author has reached the point that enterprises should have a clear purpose before deciding to use e-commerce. It should align with the firms' strategy and objectives.

**Author Contributions:** Conceptualization, A.H., A.S. and R.H.; methodology, A.H., A.S. and R.H.; validation, A.H., A.S. and R.H.; writing—original draft preparation, A.H.; writing—review and editing, A.H., A.S. and R.H.; visualization, A.H., A.S. and R.H.; supervision, A.S. and R.H. All authors have read and agreed to the published version of the manuscript.

**Funding:** This research received no external funding.

**Acknowledgments:** We would like to pay to thanks the reviewers for their valuable reviews of the manuscripts. The highlighted issues helped improve the quality of the paper. Also, we would also like to thank Othman Yeop Abdullah Graduate School of Business (OYAGSB), Universiti Utara Malaysia (UUM) for the support and growing culture of the research.

**Conflicts of Interest:** The authors declare no conflict of interest.

#### **References**


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## *Article* **The Role of Multi-Actor Engagement**

#### **Sumitro Sarkum 1,\* , Abd. Rasyid Syamsuri <sup>2</sup> and Supriadi Supriadi <sup>3</sup>**


Received: 9 October 2020; Accepted: 30 November 2020; Published: 3 December 2020

**Abstract:** This study aims to meet the theoretical needs in answering the problem of the role of the marketing function on the dynamic capability that involves the role of multi actors through engagement. In particular, the study discusses the capabilities of SMEs' business strategy in the offline to online market. The population of this research are owners, managers, and owners and managers of SMEs in Indonesia. The results of this study indicate that the integration of the supply chain into engagement can address the problem of the role of the marketing function that connects marketing and operations. Supply chain engagement is also able to moderate employee engagement to dynamic marketing engagement but not significantly moderate customer engagement. Meanwhile, the basis of integration as a dynamic capability in market knowledge has a significant effect on the multi-actor engagement consisting of customer engagement, employee engagement, and supply chain engagement. Summary statement of contribution: Our research builds on the three elements of multi-actor engagement that are significant against dynamic marketing engagement. The main finding of this research is that the concept of novelty can answer the proposition with the result that dynamic marketing engagement can improve business performance.

**Keywords:** market knowledge; multi-actor engagement; dynamic marketing engagement; business performance

#### **1. Introduction**

Knowledge is the key marketing strategy for micro, small, and medium enterprises to enter, understand, utilize, and reach the place in the hearts of customers. Therefore, it requires attitudes and behaviors that have skills in increasing networks/friendships to create or exploit opportunity from a competitive market [1]. The basis of the existence of a product that the customer may demand is derived from the application and management of knowledge in the planning arrangements related to the circulation of raw materials and finished materials, processes and production, distribution services, and the transparency of liabilities and business assets. Market knowledge management capability is the competence and modern business asset that SMEs must have in maintaining competitiveness [2].

Market knowledge is a source of competitive advantage and a concept that can be measured for its influence on company performance [3,4]. Integrating market knowledge into marketing capabilities can help companies grow [3]. To implement and develop these goals requires a reputation in designing the market knowledge system [5]. In order to generate high quality market knowledge that can serve as an intermediary bridge, it requires the support of information technology to provide learning in capturing signals from knowledge providers [6,7]. The study of Hou and Chien [2] exploring the impact of market knowledge management competencies on performance through "dynamic capabilities" finds a positive relationship between dynamic capabilities, market knowledge management competencies, and business performance. The dynamic capabilities in marketing perspectives, according to Barrales-Molina, Martínez-López, & Gázquez-Abad [8], today become one of the significant problems with the role of the marketing function in the development of dynamic capabilities so that it is necessary to collaborate on marketing and operations to integrate market knowledge into the supply chain. It is therefore necessary for the participation of middle managers in the planning process to identify potential business and relevant supply chains to become informed in marketing strategy decisions [9].

Research on the dynamic marketing capabilities from Barrales-Molina et al. [8] still rarely analyzes the effects of dynamic marketing capabilities on strategic variables of a company, such as performance or (sustainable) competitive advantage. While in a dynamic global market, the role of internal and external functions of the company is needed in the process of creating product value that is difficult to imitate by competitors as a competitive advantage [10]. Different capabilities of resource quality and value characteristics inherent in high performing products are the company's goal to grow an existing market share and win the competition [11]. According to Hollebeek, Srivastava, and Chen [12], in today's rapidly growing marketplace, the organization's agility in responding (or ideally, getting around) changing customer-driven trends is the key to competitive success [13]. Kumar and Pansari [14] focus on understanding internal (employee) and external (customer) engagement as organizational stakeholders and found that the level of engagement can be improved by identifying the current level of internal (employee) and external (customer) engagement and applying to relevant strategies.

Meanwhile, in strategic management research based on microfoundations, the value of co-creation is viewed in the context of a service ecosystem involving the role of actors' attachment. It indicates the need to explore attachments not only as customer engagement but also the acumen of other actors, such as from suppliers, manufacturers, retailers, and providers [15]. According to Finsterwalder [16], to understand and build multi-actor engagement requires the use of item measurements and the appropriate scale to assess the degree of engagement of each actor in the focus of the interaction, whether to the perpetrator or other objects, such as resources, or both as the focus of sustainable value creation activities. According to Frow, Nenonen, Payne, and Storbacka [17], sustainable creation benefits include improved employee integration of supply chain integrity, while from a customer perspective, interaction with a company enables sustainable creation of the consumption experience, enhances customer brand experience, and rewards for strengthening relationships. Meanwhile, Grönroos and Helle [18] argue that business engagement is established on mutually beneficial calculations of benefits, and Marcos-cuevas, Nätti, Palo, and Baumann [19] argue that sustainable creation practices and capabilities are reinforced by mutual ends together widely in the mind (i.e., goals). Additionally, they also argue for continuous engagement in expanding the scope and nature of the collaborative effort (i.e., engagement) to create value in a shared sphere where the actors involved operate over time (i.e., sustainability). It can be interpreted that engagement and sustainability is about the company's ability to establish relationships with employees, supply chains, and customers [20,21]. Thus, engagement and sustainability is about a relationship in creating shared value. While in view of Ranjan & Read [22], relationships are defined as engagement, network, lasting exchange, interdependence, and collaboration, and they are a mutual, reciprocal, and recurring process that are the basis of the relationship between customers and objects in an active communication environment and/or attachment. The linkage is reinforced by Karagouni and Protogerou [21], who suggest that research both in the perspective of dynamic ability and sustainable value creation, highlights the role of capabilities that enable firms to engage in value creation activities, while dynamic ability can be considered as a facilitator in the process of sustainable value creation. Meanwhile, research on the role of capability in view of microfoundations by Pérez-Cabañero, Cruz-Ros, and González-Cruz [23] explains that marketing ability is a strategy part of the dynamic capabilities embedded in the business management process [4].

Based on these explanations, it can be stated that the dynamic marketing engagement study has two solid foundations. First, that the context of dynamic marketing ability has a relationship with internal and external engagement as a process of competitive advantage. Second, there is a need to include the engagement of internal and external sources of the company as a source of knowledge information from a continuously growing and sustainable market [8,15,24]. To follow up these needs into this research, it is necessary to discuss the capacity gap from several studies related to dynamic capability and internal/external engagement to the company's business performance. These differences will be described in the research gap and are interpreted with an SME business perspective. According to Hou and Chien [2], market knowledge has become a major asset of modern business and the key to maintaining competitiveness. The study of Dietmar, Jaeger, and Staubmann [25] also explains that product-related export/service capabilities, partner relationship capabilities, and relationship process capabilities can replace resource shortages. In contrast to Park and Kim's [26] research explaining the type of strategy and market maturity affecting the level of dynamic capabilities, those obtained from the environment (such as customer types and technological regimes) have no relationship to dynamic levels of ability. As with Anabel Fernández-Mesa, Alegre-Vidal, Chiva-Gómez, & Gutiérrez-Gracia [27], the organization's learning capabilities are needed to improve product innovation through the intermediate of design management capabilities. This is useful for the business performance of a customer-oriented company, as the effect of market intervention can improve company performance [28]. In addition, adaptability, absorptive capacity, and corporate innovation are essential in establishing relationships in competitive markets to achieve higher performance [29].

Meanwhile, in Wilhelm's research, Wilhelm, Schlömer, and Maurer [30] state that dynamic capabilities have different performance effects in dynamic environments, especially when dynamic capabilities increase the effectiveness of operational routines at both the (high and low) levels of the dynamic environment. However, when the cost of increased efficiency is taken into account, the dynamic environment makes a difference, where the ability in a low dynamic environment indicates a smaller value because it does not impact the efficiency of the operating routine, whereas in high dynamic environments, it leads to higher efficiency of operating routines. It is crucial in developing SMEs that survive using resource-based views efficiently to transform dynamic capabilities into a key driver of SME success. Therefore, the SME strategy for managing the environment of public concern should be green business, while the ability and resources of the organization have an important role to improve the business performance of the company [31]. To fill this research gap, the authors refer to the SME industry using two offline marketing systems and online. The reference is due to the low market knowledge that SMEs have to effectively use the marketing system side by side between offline and online. Although basically, SMEs have started to use the internet marketing system, such as the use of social media, as an easy and practical marketing medium, but that is still not maximized. This is based on the focus of marketing that still relies on physical appearance and that is most still trusted by the customer in assessing the product and ease in the payment process. One study linking dynamic capabilities with social media and performance was performed by Saavedra, Andreu, and Criado [32] of 191 various sectoral companies in Spain who found evidence of the intensity effects of moderating social media marketing on the strength of relationships and the importance of strong and committed marketing strategies in an online social network for each type of business. In Indonesia, social media used by SMEs is still at the stage of following the social trend in developing communication. Although not realized, SMEs have felt the new market and the opportunity to reach customers by entering the online marketing system. The SMEs' lack of understanding is not based on online marketing learning knowledge and they are still reluctant to integrate marketing from online systems to online. This may be due to the inability or absence of coordination within the SME organization. According to Zhang and Wu [33], the ability to sense is the company's unique ability to scan and track by exploring markets and technologies. Essentially, the ability to feel is useful for realizing the company's potential to develop new products and enhance the company's competitiveness in the face of rapid environmental change.

#### **2. Materials and Methods**

In addition to online marketing learning knowledge factors and the inability to integrate marketing from offline to online systems, business phenomena are also a way of viewing angles to see company performance. The more tight the business competition, the more open the opportunities and threats that arise. Polmasari [34] reported in possore.com that the phenomenon of the development of the digital commerce or e-commerce market is currently in line with government programs and activities in encouraging SMEs, especially export-oriented ones, to grow. The research results of the Indonesian E-commerce Association (idEA), Google Indonesia, and Taylor Nelson Sofres show that in 2013 the value of the Indonesian e-commerce market reached USD 8 billion (IDR 94.5 trillion). Based on data from the Ministry of Cooperatives and Small and Medium Enterprises, the number of SMEs in Indonesia in 2013 amounted to 57,895,721 units (99.99%), contributing to GDP (constant price) of USD 1,536,918.8 billion (57.56%) and absorbing manpower of 114,144,082 people (96.99%) (Data of Micro, Small, Medium Enterprises and Large Enterprises (UB) Year 2012–2013, 2013). Meanwhile, in the report of Wardhana [35], based on data from the Ministry of Cooperatives and Small and Medium Enterprises until 2013, there are 55 to 56 million SMEs in Indonesia and only about 75 thousand to 100 thousand who have a website (site). Similarly, Deloitte 2015 reports that 36% of SMEs in Indonesia are still offline, 37% have only very basic online capabilities, 18% have intermediate online capabilities, and 9% have advanced online business capabilities with e-commerce capabilities.

The data clearly affirm the vital role of small and medium enterprises in Indonesia in realizing national goals to create jobs, improve living standards, and international competitiveness, which is why this digital requirement is an important agenda for the Indonesian government. From the results of the research, SMEs using digital technology can increase revenues by up to 80% or be 17 times more likely to be innovative and ready to compete internationally, and one and a half times more likely to increase employment. Therefore, government intervention in increasing broadband access to help SMEs become digital businesses, expanding e-payments, investment access, and e-government services is very influential.

The description of secondary data shows the phenomenon of the development of the digital SME industry in general and also indicates the existence of a marketing business phenomenon in the digital system. Therefore, learning is needed in integrating business into the online marketing system and the importance of coordination within the organization to equip the knowledge of the SME market as a basis for dynamic capability in order to survive and compete in a competitive market environment. Based on the background, research gaps, and business phenomena that occur in the world of digital SME industry, it is necessary to explore a research model that connects dynamic marketing capabilities with business performance on digital SMEs. Therefore, the research problem is formulated as follows: "How to build a SME marketing strategy in an offline system through a new theoretical approach to overcome the research gap in dynamic ability and performance". Furthermore, from the essence of synthesis theory and a literature study is proposed a new concept of dynamic marketing involvement derived from dynamic capability; a market knowledge strategy that engages customers, employees, and the supply chain for competitive advantage. Then, from the synthesis process produces a proposition that is:

*"Dynamic marketing capabilities and multi-actor involvement as a competitive advantage strategy of a company on the concept of dynamic marketing engagement has the potential to improve the company's business performance".*

The population to be researched is the owners, managers, or owners and managers of SME businesses marketing with two marketing systems, from offline to online, in Indonesian SMEs, spread over 7 (seven) sub-districts, specifically in the trade and industry centers of SMEs in Indonesia [36,37]. This research develops basic theoretical models and empiric research models to explain how business performance is improved, as shown in Figure 1. The research model was developed by reviewing previous research on the relationship of the variables, so that nine hypotheses

were built. Data came from as many as 250 questionnaires that were distributed and as many as 249 questionnaires were re-processed. The analysis tool used was structural equation modeling (SEM) with SPSS.AMOS software.

**Figure 1.** The empirical research model.

#### **3. Results**

The results of statistical tests on the research model show the value of the goodness of fit index, among others, and chi-square, probability, Goodness of Fit Index (GFI), Adjusted Goodness of Fit Index (AGFI), The Minimum Sample Discrepancy Function Divided with degree of Freedom (CMIN/DF), Tucker Lewis Index (TLI), and Comparative Fit Index (CFI) indicate that it has a decent value as indicated because it has the expected range value by the indicator used, so it is feasible to test the hypothesis, presented as follows in Table 1.


**Table 1.** Assessment of the goodness of fit research model.

The result of hypothesis testing shows empirical evidence from nine hypotheses submitted that are all accepted, and presented as follows in Table 2.

**Table 2.** Hypothesis testing.


Note: \*\*\* indicate significance at 1% respectively. Source: Author's calculation.

#### **Hypothesis 1 (H1).** *Market Knowledge positively a*ff*ects Customer Engagement.*

The testing parameter of the influence of Market Knowledge on Customer Engagement shows the result of the estimated value of 0.419, the value of c.r. is 4.068 > 2.0, and the probability value is 0.000 > 0.05. It can be concluded statistically that the variable Knowledge Market proved to have a positive effect on Customer Engagement. This result is the same as developed by Cui and Wu [38] in that Market Knowledge established with Customer Engagement in joint development has a significant impact on the design of the organization. The findings are also consistent with the findings of Chien and Chen [39], Lau [40], and Abdolmaleki and Ahmadian [41] who discovered Market Knowledge with significant new product development on Customer Engagement.

#### **Hypothesis 2 (H2).** *Market Knowledge positively a*ff*ects Employee Engagement.*

The influence of Market Knowledge on Employee Engagement shows an estimated value of 0.616, a C.R. value of 4.888 > 2.0, and a probability value of 0.000 < 0.05. It can be concluded statistically that the variable of Market Knowledge proved to have positive effect on Employee Engagement. These results are the same as those found by Ye, Marinova, and Singh [42] and Yang Chen, Tang, Jin, Li, and Paille [43]. The findings of Chen, Wang, Huang, and Shen [44] show market linking ability is considered to be an important ability that must take into account the firm's engagement in service innovation that requires integration of employees.

#### **Hypothesis 3 (H3).** *Market Knowledge positively a*ff*ects Supply Chain Engagement.*

The effect of Market Knowledge on Supply Chain Engagement shows the result of the estimated value of 0.307, the value of C.R. of 2.410 > 2.0, and the probability value 0.016 < 0.05. It can be concluded statistically that the variable of Market Knowledge proved to positively influence Supply Chain Engagement. The results are the same as the findings of Feng and Wang [45] and Kanapathy, Khong, and Dekkers [46]. Likewise, Feng and Zhao's [47] findings suggest market knowledge in relationships with suppliers has a positive influence with supplier engagement.

#### **Hypothesis 4 (H4).** *Customer Engagement positively a*ff*ects Supply Chain Engagement.*

The influence of Customer Engagement on Supply Chain Engagement shows the result of the estimated value of 0.316, the value of C.R. is 3.117 > 2.0, and the probability value is 0.002 < 0.05. It can be concluded statistically that the variable of Customer Engagement proved to have a positive effect on Supply Chain Engagement. These results are the same as those developed by Kannan and Choon Tan [48] and Singh and Power [49], likewise with the findings of Danese and Romano [50] and He, Keung Lai, Sun, and Chen [51]. The findings of Siew-Phaik, Downe, and Sambasivan [52] also state the alliance's strategic alliance motives (suppliers, producers, and customers) have a positive relationship with the level of interdependence.

#### **Hypothesis 5 (H5).** *Employee Engagement positively a*ff*ects Supply Chain Engagement.*

The influence of Employee Engagement on Supply Chain Engagement shows the result of the estimated value of 0.369, the value of C.R. of 4.348 > 2.0, and the probability value 0.000 < 0.05. It can be concluded statistically that Employee Engagement variables proved to positively affect Supply Chain Engagement. These results are the same as those developed by Vanichchinchai [53] and Huo, Han, Chen, and Zhao [54]. Similarly, Alfalla-Luque, Marin-Garcia, and Medina-Lopez [55] found that the relationship between employee commitment and operational performance is fully mediated by supply chain integration, which finds significant Employee Engagement to Supply Chain Engagement.

#### **Hypothesis 6 (H6).** *Customer Engagement positively a*ff*ects Dynamic Marketing Engagement.*

The influence of Customer Engagement on Dynamic Marketing Engagement shows the result of an estimated value equal to 0.213, value of C.R. equal to 2.120 > 2.0, and probability value 0.034 < 0.05. Then, it can be concluded statistically that the Customer Engagement variable proved to have a positive effect on Dynamic Marketing Engagement. These results are the same as those developed by Agarwal and Selen [56]. According to Anabel Fernández-Mesa et al. [27] in their findings, there is a positive relationship between dynamic capabilities in design management and product innovation performance. While Gu, Jiang, and Wang [57] found that customer feedback and networking have a positive impact on high-tech SMEs' innovation performance.

#### **Hypothesis 7 (H7).** *Employee Engagement positively a*ff*ects Dynamic Marketing Engagement.*

The influence of Customer Engagement on Dynamic Marketing Engagement shows a result of an estimated value equal to 0.197, value of C.R. equal to 2.286 > 2.0, and probability value 0.022 < 0.05. It can be concluded statistically that Employee Engagement variables proved to have a positive effect on Dynamic Marketing Engagement. These results are the same as those developed by Saxena and Srivastava [58], but in contrast to the findings of Román and Rodríguez [59], that the effect of technology used as a result of the salesperson's performance is entirely mediated by qualified skills of salespeople and customer sales. Likewise, the results of Tsai's [60] study found that empowered employees had a direct impact on the commercialization performance mediated by dynamic marketing capabilities.

#### **Hypothesis 8 (H8).** *Supply Chain Engagement positively a*ff*ects Dynamic Marketing Engagement.*

The influence of Supply Chain Engagement on Dynamic Marketing Engagement shows a result of an estimated value equal to 0.224, value of C.R. equal to 2.336 > 2.0, and probability value 0.020 < 0.05. It can be concluded statistically that the variable of Supply Chain Engagement proved to have a positive effect on Dynamic Marketing Engagement. These results are the same as those developed by Chang [61], and Lee and Rha [62] provide an explanation for companies and the supply chain to understand the impact of different conditions and define scenarios for applying varied market situations. Similarly, the view of Chiu and Kremer [63], which suggests the scenario of supply chain centralization benefits the time performance of supply chain networks, while supply chain centralized scenarios show superiority to cost performance. Unlike Day, Lichtenstein, and Samouel [64], routines—results of supply management capabilities formed from a consistently internal set of routines—were significantly related to financial performance mediated by operational performance.

#### **Hypothesis 9 (H9).** *Dynamic Marketing Engagement positively a*ff*ects Business Performance.*

The influence of Dynamic Marketing Engagement on Business Performance shows an estimated value of 0.158, a value of C.R. of 2.020 > 2.0, and a probability value of 0.043 < 0.05. It can be concluded statistically that the Dynamic Marketing Engagement variable proved to have a positive effect on Business Performance. These results are the same as those developed by Wilden and Gudergan [65], Swoboda and Olejnik [66], and Zhang, Xue, and Dhaliwal [67], who argue that IT-based static value judgments are critical for a company to achieve success and build relationships, and use electronics to interact with customers, suppliers, and other partners in the supply chain to offer new opportunities in developing dynamic capabilities with joint creation.

#### **4. Discussion**

The testing of the role of supply chain constraints as mediators bridging the variables of customer engagement and employee engagement to dynamic marketing attachments is essential to provide answers to significant gaps in marketing function roles [8]. According to Suhardi [68], a variable

is said to be a mediator because it plays a role to influence the change of independent variables (independent variable) to other variables (response variable, dependent variable). Meanwhile, according to Baron and Kenny [69], a variable is called a mediator if the variable affects the relationship between predictor (independent) and criterion (dependent) variables. Ghozali [70] argues that the determination of intervening variables depends on their theoretical form. In this study, the theoretical model of the supply chain supplier variable becomes the mediator variable and for testing, the Sobel test is done to assess the significance of direct or mediation influence in the structural equation model [71]. The Sobel test calculation results show that the role of the supply chain variable has less role to play between the customer engagement variable and dynamic marketing engagement, where the value Z = 1.863 < 1.98 and the *p*-value is 0.062, above the 0.05 significance. With these results it can be stated that the supply chain engagement variable has not been able to mediate between customer engagement variables with dynamic marketing engagement. While the role of the supply chain variable is significant to be the mediator between the employee engagement variable and dynamic marketing engagement, where the value of Z = 2.055 > 1.98 and the *p*-value of 0.039 is under the 0.05 significance. With this result it can be stated that the supply chain engagement variable can be a mediator between the employee engagement variable and dynamic marketing engagement.

The results of direct influence calculations show that the supply chain dependency variable (0.240) has a greater direct impact than employee engagement (0.214) and customer engagement (0.186) to dynamic marketing engagement. The result of the indirect effect calculation shows that the market knowledge variable (0.289) has a larger indirect effect than employee engagement (0.090) and customer engagement (0.062) to dynamic marketing engagement. Meanwhile, for business performance improvement, the indirect effect of employee engagement (0.051) is greater than market knowledge (0.048), customer engagement (0.041), and supply chain engagement (0.040). Additionally, the result of the calculation of total influence shows the employee engagement variable (0.304) has greater total influence than the engagement of market knowledge (0.289), customer engagement (0.248), and supply chain engagement (0.240) to dynamic marketing engagement. Meanwhile, for business performance improvement, the total effect of dynamic marketing engagement (0.166) is greater than employee engagement (0.051), market knowledge (0.048), customer engagement (0.041), and supply chain engagement (0.040).

The main purpose of this research was to build basic and empirical theoretical models in connecting the research gap between dynamic capability and actors' engagement to business performance as embodied in the new concept of dynamic marketing engagement.

Theoretically, dynamic marketing engagement is a new concept through a process of decline from the concept of dynamic marketing capabilities and the concept of engagement associated with competitive advantage and sustainability competitiveness. The basic foundation of novelty is based on the incorporation of dynamic capabilities and marketing capabilities, while the process involves the role of employees, customers, and the supply chain as the multi-actors' engagement to enter and play the role of marketing function in two non-digital and market interconnections. Theoretical concepts are derived from two combinations of theoretical views; first, the dynamic capability theory (DC) concept of Teece, Pisano, and Shuen [72] and the emergence of a new paradigm called dynamic marketing capabilities (DMCs), which Barrales-Molina et al. [8] uncovered. The emergence of the term DMCs poses significant problems to the role of the marketing function that requires the collaboration of marketing and operations. Second; development of engagement theory proposed by Kumar and Pansari [14] for competitive excellence through engagement still requires re-measurement of the role of employee and customer engagement to performance, and the last is the phenomenon of the business of the emergence of social media as a marketing tool in the online marketplace.

Based on the above description, theoretically the views above have a critical space that requires a new concept to answer those needs. According to Barney, Jr, and Wright [73], one of the implications of maturity of a critically stated theory lies in the moment followed by revitalization or decline. Thus, it can be concluded that the concept of dynamic marketing engagement as a novelty has qualified. Empirically, the research gap used in building the concept of dynamic marketing engagement is based on Dietmar et al.'s [25] studies, which suggest that product-related export/service capabilities, partner relationship capabilities, and relationship process capabilities can replace resource shortages. This is in contrast to Park and Kim's [26] research, which explains that this type of strategy and market maturity affects the level of dynamic capability but has no relationship with dynamic ability levels. Meanwhile, Wilhelm et al. [30] stated that dynamic capabilities have different performance effects in dynamic environments.

The empirical results of the concept of dynamic marketing engagement through nine hypothetical pathways proved significant to business performance. Interpretation of SEM analysis results through SPSS.AMOS 22 on direct, indirect, and total influence suggests that dynamic marketing incremental variables play a greater role in improving business performance. In addition, to run the concept of a dynamic marketing engagement strategy that is directly more influenced by supply chain engagement and indirectly influenced by market knowledge and totally influenced by employee engagement.

#### **5. Conclusions**

The research issue of "how to build a marketing strategy for SMEs in an offline system with a dynamic engagement strategy to improve business performance" refers to some contradictions. First, to answer the role of marketing functions on dynamic capabilities in facilitating service logic; second, the relationship of market knowledge, the engagement of actors, and business performance; third, the phenomenon of business marketing in the digital system. Referring to the research problem that has been formulated, it can be concluded based on the results of the hypothesis that first, dynamic ability can answer the role of the marketing function in business operations through supply chain engagement and facilitate service logic through customer and employee engagement to dynamic marketing engagement. Second, the relationship of market knowledge to the engagement of actors (customers, employees, supply chains) positively impacts business performance through dynamic marketing engagement. Third, the phenomenon of SME marketing business in the digital system has proven positive that using digital technology can increase sales. Thus, it can be expressed that dynamic marketing engagement strategy can improve business performance of SMEs. To run a dynamic marketing engagement strategy requires direct collaboration with the supply chain, has strong market knowledge, and total employee roles in understanding the customer's desire to achieve sustainable competitive advantage.

The propositions developed in this study are based on the dynamic ability theory of management innovation innovated by Teece et al. [72] as the dynamic marketing capabilities (DMCs) term of Barrales-Molina et al. [8] and the service logic theoretical views expressed by Vargo and Lusch [74] contained in the research of Kumar and Pansari [14]. The dynamic capability's view explains that dynamic capability is a company's ability to integrate, build, and configure internal and external competencies to cope with rapidly changing environments. Meanwhile, the service-dominant logic view (S-D Logic) suggests service is a fundamental goal of economic activity and marketing. The theoretical contribution in the study of marketing management through propositions developed is that, firstly, dynamic marketing capability proved positive to the concept of dynamic marketing engagement. Secondly, the multi-actor engagement proved positive against the concept of dynamic marketing engagement. Thirdly, dynamic marketing engagement proved positive for business performance.

Based on the conclusion of the research problem and the results of the hypotheses, it can be concluded that "dynamic marketing capabilities and multi-actor involvement as a competitive firm strategy of the company on the concept of dynamic marketing engagement proved positively to improve the company's business performance". The findings are in line with Hou and Chien [2], exploring the impact of market knowledge management competencies on performance through "dynamic capabilities". The findings also addressed the problem of dynamic ability in marketing perspectives through the integration of the supply chain into the multi-actor attachment, which Barrales-Molina et al. [8] argued was one of the significant problems with the role of marketing functions in the development of dynamic capabilities. With the integration of the supply chain into

the concept of attachment, the findings answer Chandler & Lusch's [15] statement about the need to explore attachments not only as customer engagement, but also the actor's other acumen from suppliers, manufacturers, retailers, and providers. The findings are also in line with Kumar and Pansari [14], who find the level of engagement can be improved by identifying current levels of internal (employee) and external (customer) engagement and applying to relevant strategies.

The findings also dispose of the multi-actor engagement in line with the definition of actors' attitudes defined by Storbacka et al. [24], as the same disposition with actors for attachment, and activity of engagement in the process of interactive integration of resources within the service ecosystem. The novelty findings of the dynamic marketing engagement concept as a management innovation strategy in marketing service activities for sustainable competitive advantage in improving the performance of SME's business is in accordance with the theory of dynamic capability and service logic that is in line with Karagouni and Protogerou's [21] opinion that dynamic capability theory facilitates logic service.

The limitations of this study related to the process and the results of the study are described as follows: (1) The relationship between the variables built in the empirical model still yields a marginal relationship so it is necessary to re-examine the indicators that affect the significance and the fit of the model; likewise, with research samples that limit the generalization of the study so that it needs to be differentiated and added. (2) The concept of dynamic marketing engagement still leaves a difference where Park and Kim's [26] (dated) discovery finds that market strategy and maturity from customers and technology has no relationship with dynamic levels. However, it is in line with the findings of Anabel Fernández-Mesa et al. [27], which suggest that corporate innovation is necessary in establishing relationships in competitive markets to achieve higher performance [29]. Additionally, research finds dynamic capability in a high dynamic environment leads to higher efficiency of operating routines. The findings are also consistent with the findings of Alfalla-Luque et al. [55], in that the relationship between employee commitment and operational performance is fully mediated by supply chain integration.

**Author Contributions:** Conceptualization, S.S. (Sumitro Sarkum); methodology, S.S. (Sumitro Sarkum); software, A.R.S.; validation, S.S. (Sumitro Sarkum), A.R.S. and S.S. (Supriadi Supriadi); formal analysis, A.R.S.; investigation, S.S. (Sumitro Sarkum); resources, S.S. (Supriadi Supriadi); data curation, S.S. (Supriadi Supriadi); writing—original draft preparation, S.S. (Sumitro Sarkum); writing—review and editing, S.S. (Sumitro Sarkum); visualization, S.S. (Sumitro Sarkum); supervision, S.S. (Sumitro Sarkum); All authors have read and agreed to the published version of the manuscript.

**Funding:** This research received no external funding.

**Conflicts of Interest:** The authors declare no conflict of interest.

#### **References**


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