Examining the functionality of digital platform capability in driving B2B firm performance: evidence from emerging market

Abstract

Purpose This study aims to explore the influence mechanism of digital platform capability on firm performance in the business-to-business (B2B) context. This study draws on the core competence theory and the resource-based view and includes resource identification, resource allocation and intrapreneurship into the research framework. Design/methodology/approach Data were collected from 167 B2B firms with survey questionnaires in central, eastern and southeastern coastal areas of China. The firms were mainly involved in e-commerce, manufacturing, service industry and internet technology. Participants were mainly middle and senior managers with a comprehensive grasp of their firms’ information. Findings This study found that digital platform capability has a positive impact on a B2B firm’s performance. Resource identification, resource allocation and intrapreneurship play a chain mediating role between digital platform capability and firm performance. That is, digital platform capability could promote employee intrapreneurship through resource identification and resource allocation, thereby improving firm performance. Practical implications Aiming to gain performance, firms should pay attention to the construction of digital platforms, increase venture capital investment and provide more resources to support intrapreneurship. Originality/value Based on empirical evidence, to the best of authors’ knowledge, this is the first attempt to link digital platform capability and firm performance in the B2B context of emerging markets, providing a new perspective to clarify its relationship mechanism.

Adoption of digital platforms by sponsoring organisations and NPOs for cause-related B2B marketing programs: a fsQCA exploration

“…Cause-related B2B marketing programs create a specific type of B2B network: sponsoring organisations and NPOs. A detailed understanding of the combination of factors driving adoption would enable both entities in the cause-related B2B marketing program to develop B2B digital platform capabilities as core competencies, furthering their market performance (Wang et al , 2017; Liu et al , 2022). The study findings are in line with existing studies that a better understanding of factors inhibiting the adoption of Digital B2B platforms in B2B networks (business associations, chambers of commerce and employer’s unions) can enable development of better capabilities and satisfaction of the needs of the business networks (Cenamor et al , 2019; Peruchi et al , 2022).…”

“…In a study Cenamor et al (2019) suggested that Digital B2B platforms enhance entrepreneurial SMEs’ market competitiveness by creating resources and capabilities due to the network effect. Investments in developing Digital B2B platform capabilities enable a firm to gain a competitive advantage by better-controlling business processes and systems (Mai and Liao, 2021; Liu et al , 2022). Digital B2B platform capabilities are inculcated at the adoption stage of these digital platforms.…”

“…Digital B2B platform capabilities are inculcated at the adoption stage of these digital platforms. The firms need to define the short- and long-term goals they would achieve through the adoption of digital platforms (Liu et al , 2022); these are based on the competitive market environment, organisational readiness and technological readiness (Rai et al , 2009; Vize et al , 2013).…”

“…Existing academic studies have divergent views on the effect of adoption of Digital B2B platforms on market performance; while few studies suggest that it leads to improvement in market performance (Cenamor et al , 2019; Jun et al , 2021), others have identified that IT investments may negatively affect market performance (Thakurta and Guha Deb, 2018; Hänninen and Smedlund, 2021). However, the development of Digital B2B Platforms’ capabilities as core competencies by sponsoring organisations reverses the negative effect on market performance (Wang et al , 2017; Liu et al , 2022). Digital platforms’ capabilities include the ability to integrate organisations’ IT resources with other critical internal and external resources (Mikalef and Pateli, 2017; Cenamor et al , 2019).…”

Seeking the resilience of service firms: a strategic learning process based on digital platform capability

“…In this study, we define DPC as the capability to deploy information and communication technology-based resources and integrate other internal and external resources (Cenamor et al , 2019). To cope with the turbulent environment, many firms realize their business value by developing digital platform capabilities (Liu et al , 2022). Despite the potential value of DPC, we lack key empirical evidence in theory to prove the benefits that it brings to the resilience of service firms for the following reasons.…”