Digital Platform Capabilities for Transforming Cultural Heritage Business: Exploring the Mediating Role of Business Model Experimentation and Competitive Advantage

Kumar Aashish (), Kumar Anubhav, Shalaghya Sharma, Neelima Singh and Mohammad Zohair ()
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Kumar Aashish: Jaipuria Institute of Management, Noida, Sector 62, Noida 201309, Uttar Pradesh, India
Kumar Anubhav: Department of Business Administration, FoMCA, Manipal University Jaipur, Jaipur 303007, Rajasthan, India
Shalaghya Sharma: Amity School of Business, Amity University, Noida 201313, Uttar Pradesh, India
Neelima Singh: Jaypee Institute of Information Technology, Noida 201309, Uttar Pradesh, India
Mohammad Zohair: Department of Business Studies, Central University of Karnataka, Kadaganchi 585367, Karnataka, India

JRFM, 2025, vol. 18, issue 5, 1-15

Abstract: Digitalisation has evolved as a multidimensional phenomenon and impacts the business world. SMEs heavily invest in digital platform capabilities to keep track of digital transformation, enabling them to perform business model experimentation to generate and develop innovation. This paper explores the role of these two crucial growth-promoting variables in the performance of art and craft-based firm’s performance. Through this paper, the researchers contest the argument that, although digital platform capabilities accelerate business model experimentation for firm performance, competitive advantage plays a significant mediating role. Along with these arguments, this study also explores the role of digital platform capability in business model experimentation. It examines the mediating role of business model experimentation in the forming of a competitive advantage. The research model under examination belongs to the explorative school of research; hence, the researchers have used partial least square–structural equation modelling (PLS-SEM) on a sample of 211 Indian firms belonging to the category of art and craft-based businesses. The hypothesis testing results facilitate exciting insights about the direct and indirect effects of digital platform capabilities, business model experimentation, and competitive advantage on firm performance. In light of the research findings, policymakers, SME consultants, and managers may obtain practical insights in order to develop an intervention mechanism. Researchers working in this area will glean a fresh look at the antecedents of SME performance as this model is explorative; future research may explore the testing of the model in different geographic locations and industry contexts.

Keywords: business model innovation; firm capability; PLS-SEM; craft-based ventures; India; emerging economy; entrepreneurial ventures; digital platform capabilities (search for similar items in EconPapers)
JEL-codes: C E F2 F3 G (search for similar items in EconPapers)
Date: 2025
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