Building MSME Market Resilience through Social Capital and Dynamic Capabilities: The Role of Marketing Capabilities in a Conceptual Perspective
DOI:
https://doi.org/10.59944/jipsi.v5i4.1773Keywords:
MSMEs; market resilience; social capital; dynamic capability; marketing capability; environmental turbulence; capability-based framework.Abstract
Micro, small, and medium enterprises (MSMEs) are particularly vulnerable to market disruptions because of persistent resource constraints, making market resilience essential for their continuity and sustainability. Although previous studies have examined social capital, marketing capability, dynamic capability, and MSME resilience, limited attention has been given to the mechanism through which relational resources are converted into market resilience through interconnected capabilities. This conceptual study develops an integrative framework by synthesizing theoretical and empirical literature across social capital theory, the resource-based view, and the dynamic capability view. The synthesis compares findings across the four research streams, identifies recurring capability mechanisms and boundary conditions, and integrates them into seven theoretically derived propositions; no primary empirical data are analysed. The framework positions social capital as an antecedent, dynamic capability and marketing capability as sequential and complementary mediators, environmental turbulence as a boundary condition, and market resilience as the outcome. It proposes that social capital supplies information, knowledge, trust, and relational resources that support sensing, seizing, and reconfiguring; these dynamic capabilities subsequently renew marketing capabilities that enable MSMEs to adapt to market changes, respond to disruptions, and exploit emerging opportunities. The framework also recognises the dark side of overly dense or closed networks, which may reduce information diversity and constrain capability development. The study contributes by specifying a capability-conversion pathway from relational resources to market resilience and by conceptualising resilience as a market-oriented capability outcome. The proposed relationships remain conceptual and require empirical validation, particularly the sequential mediation mechanism and the moderating role of environmental turbulence.
References
Abdullah, A., Baso, N, A. B. A., Ilham, I., & Sulkifli, S. (2023). Digital Marketing, Inovasi Produk Dan Sosial Capital Pengaruhnya Terhadap Peningkatan Kinerja Pemasaran (Studi Kasus Pada UMKM Produk Koral dan Ikan Hias. Indo-Fintech Intellectuals Journal of Economics and Business, 3(2), 90–100. https://doi.org/10.54373/ifijeb.v3i2.122
AlQahtani, H., Badi, S., & Nasaj, M. (2025). Role of adaptive marketing capability and organisational agility in the resilience of B2B manufacturing companies during crises. Journal of Business and Industrial Marketing, 40(5), 1106–1130. https://doi.org/10.1108/jbim-07-2024-0507
Anderson, A. R., & Jack, S. L. (2002). The articulation of social capital in entrepreneurial networks: a glue or a lubricant? Entrepreneurship & Regional Development, 14(3), 193–210. https://doi.org/10.1080/08985620110112079
Asare-Kyire, L., Appienti, A, W., Bonsu, A, C., & Ackah, O. (2023). Entrepreneurial Orientation and Organizational Resilience: Role of Organizational Reconfiguration and Absorptive Capabilities. Open Journal of Business and Management, 11(5), 2014–2033. https://doi.org/10.4236/ojbm.2023.115111
Baden‐Fuller, C., Teece, & J, D. (2019). Market sensing, dynamic capability, and competitive dynamics. Industrial Marketing Management, 89, 105–106. https://doi.org/10.1016/j.indmarman.2019.11.008
Bekos, S, G., Jaakkola, M., & Chari, S. (2025). Organizational agility and firm performance: The role of architectural marketing capabilities. Industrial Marketing Management, 125, 239–253. https://doi.org/10.1016/j.indmarman.2025.01.005
Breznik, L., Lahovnik, M., & Dimovski, V. (2019). Exploiting Firm Capabilities by Sensing, Seizing and Reconfiguring Capabilities: An Empirical Investigation. Economic and Business Review, 2, 1. https://doi.org/10.15458/85451.72
Cataltepe, V., Kamaşak, R., Bulutlar, F., Alkan, & P, D. (2022). Dynamic and marketing capabilities as determinants of firm performance: evidence from automotive industry. Journal of Asia Business Studies, 17(3), 617–638. https://doi.org/10.1108/jabs-11-2021-0475
Dejardin, M., Raposo, M., Ferreira, J, J., Fernandes, C., Veiga, M, P., & Farinha, L. (2022). The impact of dynamic capabilities on SME performance during COVID-19. Review of Managerial Science, 17(5), 1703–1729. https://doi.org/10.1007/s11846-022-00569-x
Do, H., Budhwar, P., Shipton, H., Nguyen, H.-D., & Nguyen, B. (2021). Building organizational resilience, innovation through resource-based management initiatives, organizational learning and environmental dynamism. Journal of Business Research, 141, 808–821. https://doi.org/10.1016/j.jbusres.2021.11.090
Dubey, R., Gunasekaran, A., Childe, J, S., Bryde, D., Giannakis, M., Foropon, C., Roubaud, D., Hazen, & T, B. (2019). Big data analytics and artificial intelligence pathway to operational performance under the effects of entrepreneurial orientation and environmental dynamism: A study of manufacturing organisations. PEARL (University of Plymouth), 226, 107599. https://doi.org/10.1016/j.ijpe.2019.107599
Fainshmidt, S., Wenger, L., Pezeshkan, A., Mallon, & R, M. (2018). When do Dynamic Capabilities Lead to Competitive Advantage? The Importance of Strategic Fit. Journal of Management Studies, 56(4), 758–787. https://doi.org/10.1111/joms.12415
Fernández-Jardón, M, C., Silva, & da, A. (2023). ARE RELATIONAL CAPITAL AND MARKETING IMPORTANT? THE CASE OF THE WOOD SECTOR OF GALICIA (SPAIN) AND PORTUGAL. Verslas Teorija Ir Praktika, 24(2), 512–521. https://doi.org/10.3846/btp.2023.18028
Fletcher, G., Fenton, A., Lord, J., & Griffiths, M. (2025). The role of social capital in SMEs for polycrisis management. Technological Forecasting and Social Change, 223, 124419. https://doi.org/10.1016/j.techfore.2025.124419
García-Valenzuela, M, V., Hernández, J, C. A., López, & F, J. G. (2023). Dynamic Capabilities and Their Effect on Organizational Resilience in Small and Medium-Sized Commercial Enterprises. Management & Marketing, 18(4), 496–514. https://doi.org/10.2478/mmcks-2023-0027
Grewal, R., & Tansuhaj, P. (2001). Building Organizational Capabilities for Managing Economic Crisis: The Role of Market Orientation and Strategic Flexibility. Journal of Marketing, 65(2), 67–80. https://doi.org/10.1509/jmkg.65.2.67.18259
Guo, H., Yang, Z., Huang, R., & Guo, A. (2020). The digitalization and public crisis responses of small and medium enterprises: Implications from a COVID-19 survey. Frontiers of Business Research in China, 1, 4. https://doi.org/10.1186/s11782-020-00087-1
Hafeez, S., Shahzad, K., Silva, & D, M. (2025). Enhancing digital transformation in SMEs: The dynamic capabilities of innovation intermediaries within ecosystems. Long Range Planning, 58(3), 102525. https://doi.org/10.1016/j.lrp.2025.102525
Kachouie, R., Mavondo, F., & Sands, S. (2018). Dynamic marketing capabilities view on creating market change. Monash University Research Portal (Monash University), 52, 1007–1036. https://doi.org/10.1108/ejm-10-2016-0588
Kemper, J., Schilke, O., & Brettel, M. (2013). Social Capital as a Microlevel Origin of Organizational Capabilities. Journal of Product Innovation Management, 30(3), 589–603. https://doi.org/10.1111/jpim.12004
Koporčić, N., Kukkamalla, K, P., Marković, S., & Maran, T. (2025). Resilience of small and medium-sized enterprises in times of crisis: an umbrella review. Review of Managerial Science, 20(1), 301–329. https://doi.org/10.1007/s11846-025-00883-0
Korry, P. D. P., Armanu, A., Sudjatno, S., & Wijayanti, R. (2024). Investigating entrepreneurial resilience toward sustainable competitive advantage: Does local culture matter? Uncertain Supply Chain Management, 12(2), 801–814. https://doi.org/10.5267/j.uscm.2024.1.006
Kussudyarsana, K., Maulana, K, H., Maimun, H, M., Santoso, B., Nugroho, & T, M. (2023). The Role of Social Capital, Innovation, and Capabilities on MSMEs’ Resilience in Economic Hard Times. Jurnal Manajemen Bisnis, 14(1), 72–89. https://doi.org/10.18196/mb.v14i1.15887
Martinelli, E., Tagliazucchi, G., & Marchi, G. (2018). The resilient retail entrepreneur: dynamic capabilities for facing natural disasters. International Journal of Entrepreneurial Behaviour & Research, 24(7), 1222–1243. https://doi.org/10.1108/ijebr-11-2016-0386
Martín‐Rojas, R., Garrido‐Moreno, A., Morales, & G, V. J. (2023). Social media use, corporate entrepreneurship and organizational resilience: A recipe for SMEs success in a post-Covid scenario. Zenodo (CERN European Organization for Nuclear Research), 190, 122421. https://doi.org/10.1016/j.techfore.2023.122421
Mawardi, K, A. A., Farida, L., Endhiarto, T., & Apriliana, T. (2025). Resilient MSMEs in the digital era: managing environmental uncertainty through dynamic capabilities. BISMA (Bisnis Dan Manajemen), 131, 158. https://doi.org/10.26740/bisma.v18n1.p131-158
Mihotić, L., Raynard, M., Ćorić, & S, D. (2022). Bouncing forward or bouncing back? How family firms enact resilience in times of crisis. Journal of Family Business Management, 13(1), 68–86. https://doi.org/10.1108/jfbm-03-2022-0047
Miklian, J., & Hoelscher, K. (2021). SMEs and exogenous shocks: A conceptual literature review and forward research agenda. International Small Business Journal Researching Entrepreneurship, 40(2), 178–204. https://doi.org/10.1177/02662426211050796
Moi, L., & Cabiddu, F. (2022). Navigating a global pandemic crisis through marketing agility: evidence from Italian B2B firms. Journal of Business and Industrial Marketing, 37(10), 2022–2035. https://doi.org/10.1108/jbim-01-2021-0034
Msomi, S, T., Olarewaju, & M, O. (2024). Evaluating Small and Medium-Sized Enterprises’ Resilience in South Africa. Folia Oeconomica Stetinensia, 24(2), 162–181. https://doi.org/10.2478/foli-2024-0021
Ode, E., Jeresa, S., Nana, R., Oto, & E, T. (2026). Archetypes of SME Resilience: A Systematic Literature Review of Antecedents, Types and Outcomes of Resilience in SMEs. Strategic Change, 1, 0. https://doi.org/10.1002/jsc.70051
Pal, A., Gupta, K., Gaur, D., Tiwari, K, C., Bhat, & A, M. (2026). Enabling entrepreneurial breakthroughs: the synergistic role of social capital, dynamic capabilities and innovative thinking. Journal of Innovation and Entrepreneurship, 1, 5. https://doi.org/10.1186/s13731-026-00618-9
Pillai, G, K., Hodgkinson, P, G., Kalyanaram, G., & Nair, S. (2015). The Negative Effects of Social Capital in Organizations: A Review and Extension. UEA Digital Repository (University of East Anglia), 19(1), 97–124. https://doi.org/10.1111/ijmr.12085
Pongtanalert, K., & Assarut, N. (2022). Entrepreneur Mindset, Social Capital and Adaptive Capacity for Tourism SME Resilience and Transformation during the COVID-19 Pandemic. Sustainability, 14(19), 12675. https://doi.org/10.3390/su141912675
Pratono, H, A., Pudjibudojo, & K, J. (2016). Transforming Entrepreneurial Resources to Competitive Advantage: The Role of Social Capital and Marketing capability. Mediterranean Journal of Social Sciences, 1, 0. https://doi.org/10.5901/mjss.2016.v7n2s1p265
Pratono, H, A., Saputra, S, R., Pudjibudojo, & K, J. (2016). The Social Capital and Firm Performance: Evident from Indonesia Small businesses. DergiPark (Istanbul University), 35302, 6.
Roffia, P., & Dabić, M. (2023). The role of management control and integrated information systems for the resilience of SMEs. Review of Managerial Science, 18(5), 1353–1375. https://doi.org/10.1007/s11846-023-00657-6
Saad, H, M., Hagelaar, G., Velde, der, G. van, Omta, & F, S. W. (2021). Conceptualization of SMEs’ business resilience: A systematic literature review. Cogent Business & Management, 1, 0. https://doi.org/10.1080/23311975.2021.1938347
Saezow, K., & Sukhabot, S. (2025). Synthesizing the resilience elements of small and medium enterprises (SMEs) amidst the COVID-19 pandemic crisis: a systematic review. Cogent Business & Management, 1, 2. https://doi.org/10.1080/23311975.2025.2512823
Salisu, I., Hashim, N., Galadanchi, & H, A. (2018). Social capital and entrepreneurial career resilience: The role of entrepreneurial career commitment. Management Science Letters, 139, 154. https://doi.org/10.5267/j.msl.2018.10.009
Setini, M., Yasa, K, N. N., Supartha, W, I., Giantari, & K, I. G. A. (2021). The effects of knowledge sharing, social capital and innovation on marketing performance. International Journal of Data and Network Science, 257, 266. https://doi.org/10.5267/j.ijdns.2021.6.008
Setyawan, A, A., Setyawati, E., Tyoso, & P, J. S. (2026). Digital Resilience Framework for MSME Development in Facing Global Market Volatility. Aptisi Transactions On Technopreneurship (ATT), 8(1), 239–252. https://doi.org/10.34306/att.v8i1.800
Shore, A., Tiwari, M., Tandon, P., & Foropon, C. (2024). Building entrepreneurial resilience during crisis using generative AI: An empirical study on SMEs. Repository@Hull (Worktribe) (University of Hull), 135, 103063. https://doi.org/10.1016/j.technovation.2024.103063
Song, M., Dröge, C., Hanvanich, S., Calantone, & J, R. (2005). Marketing and technology resource complementarity: an analysis of their interaction effect in two environmental contexts. Strategic Management Journal, 26(3), 259–276. https://doi.org/10.1002/smj.450
Sulistyo, H., & Siyamtinah. (2016). Innovation capability of SMEs through entrepreneurship, marketing capability, relational capital and empowerment. Asia Pacific Management Review, 21(4), 196–203. https://doi.org/10.1016/j.apmrv.2016.02.002
Sullivan‐Taylor, B., & Branicki, L. (2011). Creating resilient SMEs: why one size might not fit all. International Journal of Production Research, 49(18), 5565–5579. https://doi.org/10.1080/00207543.2011.563837
Tan, Q., Sousa, & P, C. M. (2015). Leveraging marketing capabilities into competitive advantage and export performance. International Marketing Review, 32(1), 78–102. https://doi.org/10.1108/imr-12-2013-0279
Tobing, M, W. T., Kurniawati, O, N., Rohmania, S, A., & Abdullah. (2025). Enhancing MSME Resilience Through Digital Maturity and Dynamic Marketing Capabilities with Business Environment Support. JURNAL MANAJEMEN MOTIVASI, 21(2), 1603–1620. https://doi.org/10.29406/jmm.v21i2.8402
Wilden, R., Gudergan, & P, S. (2014). The impact of dynamic capabilities on operational marketing and technological capabilities: investigating the role of environmental turbulence. Journal of the Academy of Marketing Science, 43(2), 181–199. https://doi.org/10.1007/s11747-014-0380-y
Yi, H., Oh, D.-H., Amenuvor, & E, F. (2023). The effect of SMEs’ dynamic capability on operational capabilities and organisational agility. South African Journal of Business Management, 5, 4. https://doi.org/10.4102/sajbm.v54i1.3696
You, N., Lou, Y., Zhang, W., Chen, D., & Zeng, L. (2023). Leveraging resources and dynamic capabilities for organizational resilience amid COVID-19. South African Journal of Business Management, 5, 4. https://doi.org/10.4102/sajbm.v54i1.3802
Yu, W., Ramanathan, R., & Nath, P. (2016). Environmental pressures and performance: An analysis of the roles of environmental innovation strategy and marketing capability. Leeds Beckett Repository (Leeds Beckett University), 117, 160–169. https://doi.org/10.1016/j.techfore.2016.12.005
Zahoor, N., Gölgeci̇, İ, Haapanen, L., Ali, I., & Arslan, A. (2022). The role of dynamic capabilities and strategic agility of B2B high-tech small and medium-sized enterprises during COVID-19 pandemic: Exploratory case studies from Finland. Industrial Marketing Management, 105, 502–514. https://doi.org/10.1016/j.indmarman.2022.07.006
Zio, E. (2018). The future of risk assessment. Reliability Engineering & System Safety, 177, 176–190. https://doi.org/10.1016/j.ress.2018.04.020
