Abstract
This study’s major goal is to examine the relationships that already exist among customer engagement, E-commerce marketing capabilities (ECMC), and effective strategic performance. The methodology involved gathering data from small and medium-sized enterprises (SMEs) engaged in digital activities in the Khyber Pakhtunkhwa region of Pakistan in 2021. A questionnaire was employed as a means of obtaining results through random sampling. The findings of the study indicate their potential usefulness in investigating this field of study and in facilitating future research endeavors. Through the incorporation of E-commerce capabilities, we provide firms with a demonstration of the pathway towards achieving enhanced efficiency and strategic performance. In addition, this study contributes to the existing literature by providing a strong basis for examining how ECMC and customer engagement impact the enhancement of strategic business performance, considering the moderating effect of E-trust. By integrating seamlessly with prior research, this study builds upon the current knowledge in the field. The findings hold potential value for managers engaged in international digital business, as they must comprehend the significance ascribed to ECMC. Indeed, the assimilation of ECMC within an organization amplifies opportunities for customer engagement and aids in augmenting strategic performance. The methodology employed in this research aligns with prior theoretical examinations and exhibits captivating trends within the domain of international digital enterprises. Furthermore, the study imparts valuable perspectives pertaining to the E-commerce sphere, forging connections across various facets to attain a profound comprehension and comprehensive examination of each constituent influenced by the ECMC paradigm.
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Data available on request from the authors.
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Yousaf, Z., Palazzo, M. E-Commerce Marketing Capabilities Towards Strategic Performance: Customer Engagement and Moderating Role of E-Trust in Emerging Economy. J Knowl Econ (2024). https://doi.org/10.1007/s13132-023-01645-7
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DOI: https://doi.org/10.1007/s13132-023-01645-7