DYNAMIC CAPABILITIES AND DIGITAL TRANSFORMATION IN CULINARY SMES: EXAMINING THE MODERATING ROLE OF ORGANIZATIONAL LEARNING
TL;DR
Digital transformation among culinary MSMEs is primarily supported by entrepreneurs’ ability to identify opportunities, respond to environmental changes, and reconfigure resources, while organizational learning has not yet developed into a mechanism capable of strengthening this relationship.
Abstract
Purpose: This study examines the effect of dynamic capabilities on digital transformation and the moderating role of organizational learning among culinary MSMEs in Kolaka Regency. Research Methodology: A quantitative survey was conducted involving 130 culinary MSMEs selected through purposive sampling. Data were collected using a five-point Likert-scale questionnaire and analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM) with SmartPLS 4.0. Results: The findings show that dynamic capabilities have a positive and significant effect on digital transformation. However, organizational learning does not significantly moderate the relationship between dynamic capabilities and digital transformation. Conclusions: Digital transformation among culinary MSMEs is primarily supported by entrepreneurs’ ability to identify opportunities, respond to environmental changes, and reconfigure resources. Organizational learning has not yet developed into a mechanism capable of strengthening this relationship. Limitations: The study focuses exclusively on culinary MSMEs in Kolaka Regency, limiting the generalizability of the findings to other sectors and regions. Contributions: This study extends research on dynamic capabilities and digital transformation by providing empirical evidence from MSMEs in a non-metropolitan context. The findings also offer practical insights for policymakers in designing MSME development programs that combine digital adoption with adaptive capability development