Responding to Digital Disruption: Strategic Management Adaptation of Micro, Small, and Medium Enterprises (MSMEs) in Banyumas Regency
DOI:
https://doi.org/10.21111/at.v11i2.15595Keywords:
: digital disruption, digital marketing strategy, dynamic capability, managerial strategy adaptationAbstract
The acceleration of digitalization has caused major disruptions across business ecosystems, particularly among Micro, Small, and Medium Enterprises (MSMEs). This study aims to analyze the effect of digital disruption and digital marketing strategy on managerial strategy adaptation, with dynamic capability as a mediating variable. A quantitative explanatory approach was employed, involving 100 MSME actors in Banyumas Regency who have adopted digital technologies. Data were analyzed using multiple linear regression and Sobel mediation tests. The results indicate that digital disruption (β = 0.387; p = 0.000) and digital marketing strategy (β = 0.514; p = 0.000) significantly affect dynamic capability (R² = 0.410). Furthermore, digital marketing strategy (β = 0.314; p = 0.007) and dynamic capability (β = 0.633; p = 0.000) have significant positive effects on managerial strategy adaptation (R² = 0.514), while the direct effect of digital disruption is marginal (p = 0.053). Sobel test results confirm that dynamic capability plays a significant mediating role between digital disruption and digital marketing strategy on managerial strategy adaptation (z = 4.074; p < 0.001 and z = 4.034; p < 0.001). These findings reinforce the Dynamic Capabilities Theory (Teece, Pisano, & Shuen, 1997), emphasizing that MSMEs’ abilities to sense, seize, and transform opportunities are key determinants of strategic adaptation in the digital era. The study provides theoretical contributions to strategic management literature and practical implications for local governments to enhance digital competitiveness through dynamic capability–based capacity building programs.References
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