The impact of the level of deployment on dynamic and ordinary marketing capabilities: PLS-SEM and necessary condition analysis (NCA)

Given the mediating role of value co-creation, this paper tries to demonstrate how social network marketing (SNM) could influence consumer purchase behavior (CPB). The proposed hypotheses are empirically tested in this study using a PLS-SEM and Necessary Condition Analysis (NCA) method combination. The novel methodology adopted in this study includes the use of NCA, IPMA matrix, permutation test, CTA, and FIMIX. The assessment of the outer model, the inner model, the NCA matrix, and the IPMA matrix are the four steps that the paper takes. Instagram users with prior experience making purchases online made up the statistical population of the study. Four hundred twenty-seven questionnaires were analyzed by SmartPLS3 software. Based on the findings, SNM positively and significantly influenced economic, enjoyment, and relational values. Furthermore, these three types of values significantly and directly influenced CPB. For CPB, the model accounted for 73.8% of the variance. The model had high predictive power because it outperformed the PLS-SEM benchmark for all of the target construct’s indicators in terms of root mean square error (RMSE). According to the NCA’s findings, SNM, economic, recreational, and relational values are necessary conditions for CPB that are meaningful (d ≥ 0.1) and significant (p < 0.05). Four prerequisites must be met for CPB to reach a 50% level: relational value at no less than 8.3%, enjoyment value at no less than 16.7%, economic value at no less than 33.3%, and SNM at no less than 31.1%. The highest importance score for SNM is shown to be 0.738, which means that if Instagram channels improve their SNM performance by one unit point, their overall SNM will also improve by 0.738.

Purpose The purpose of this paper is to analyse marketing channel governance through the most relevant elements of the relationship (commitment, trust, dependence and enforcement) in light of a new analytical method – necessary condition analysis (NCA) – that brings fresh perspectives to previous studies. The overlooked fast-moving consumer goods (FMCG) sector is chosen to test the proposed model because its high product turnover and changing consumer demands make effective management and close collaboration between trading partners even more necessary than in other sectors. Design/methodology/approach Based on a sample of 204 Spanish distributors – both wholesalers and retailers – in the FMCG sector distribution channel who were contacted through LinkedIn, a governance model in the distribution channel is established and validated via structural model analysis using PLS-SEM, NCA and predictive performance analysis. Findings The results provide empirical support for the proposed model from the perspective of probability, establishing an efficient distribution channel governance formula in FMCG. However, analysis of the proposed relationships in terms of necessity reveals that a high level of social and contractual enforcement cannot be achieved without a certain level of trust and commitment between partners, but that it can be achieved without any dependence. Practical implications The study highlights that fostering trust and commitment is essential for governance in FMCG distribution channels, as dependence alone is not a necessary condition for achieving strong contractual and social enforcement. Managers should focus on long-term relationship building rather than short-term transactional gains to enhance channel performance. Given the competitive nature of the FMCG sector and the increasing power of retailers, companies can improve governance effectiveness by investing in relational mechanisms that strengthen collaboration with their partners. Originality/value The research provides novel tools for marketing channel governance in FMCG and contributes to alternative explanations to account for good performance in the agreements established in the distribution channel, as opposed to formulas based on the imbalance of bargaining power and different strategic interests among channel agents.

Unravelling the nice-to-have and must-have circular economy-oriented dynamic capabilities for sustainable product design and end-of-life management: Insights from PLS-SEM and NCA

Purpose This study aims to focus on understanding the digital leader competencies digital leadership competencies (DLC) and digital emotional intelligence (DEI) required to manage virtual employees’ digital well-being (DWB). It further explores employees’ digital emotional contagion (DEC) and emotional regulation (ER), examining their impact on DWB. Design/methodology/approach Data was collected from employees working on a digital platform, and the conceptual model was empirically tested using a multi-method approach. PLS-SEM and necessary condition analysis (NCA), as combined techniques, provided us with a more robust understanding, as SEM identifies net effects, while NCA provides insight into necessary conditions. Findings Digital leader competencies (DLC) impacted DEC and DWB of employees. Digital emotional intelligence (DEI) mediated between leadership competencies (DLC) and digital well-being (DWB), and emotional regulation (ER) mediated between digital emotional contagion (DEC) and DWB. Originality/value The paper contributes by proposing a unique empirical model for DWB and introducing the digital emotional intelligence (DEI) concept along with the DLC of leaders. It also examines employees’ emotional contagion and emotional regulation and how they affect their DWB. It uses emotional intelligence theory as a foundation to understand how leaders’ competencies and emotional intelligence can influence the digital well-being of followers in a digital environment.

Identifying must-have factors and should-have factors affecting the adoption of electric motorcycles – A combined use of PLS-SEM and NCA approach

Purpose Contextualized by disruptions and uncertainties, projects are increasingly required to develop resilience as a dynamic capability. However, as a dynamic capability, the intricate interconnected relationships between project resilience and other organizational capabilities remain underexplored. Furthermore, implementation strategies under varying project characteristics lack systematic investigation. Based on this premise, this study systematically constructs capability linkages and conducts comparative analyses across different scales of projects. Design/methodology/approach This study employs a hybrid approach combining necessary condition analysis (NCA), the fuzzy-set qualitative comparative analysis (fsQCA) and the network comparison test (NCT) to formalize this framework. The research data comes from 546 senior executives (e.g. project managers) across 157 projects in Bangladesh. Findings Firstly, project resilience relies on flexibility, redundancy, agility and visibility, all of which are necessary for achieving high-level project resilience and exploring fundamental enablers. Secondly, the configurations of dynamic capabilities that achieve project resilience show that large projects depend on redundancy and agility. In comparison, small projects rely on combinations of either redundancy or visibility or either agility or flexibility. Thirdly, the centrality of sub-dimensions within the four capabilities varies by project scale. Information tracking (under visibility) is critical to project resilience across all contexts, whereas stakeholder management (under flexibility) is more prominent in smaller projects. Research limitations/implications This study acknowledges three limitations. First, reliance on self-reported data from Bangladesh limits generalizability. Future research should validate findings in developed economies using objective measures to overcome potential biases. Second, the study did not explore capability configurations across specific resilience stages (detection, activation and response), warranting future stage-specific and comparative analyses. Third, the cross-sectional design precludes establishing causal mechanisms. Future studies should employ longitudinal methods to verify the reciprocal relationships between organizational and dynamic capabilities. Practical implications Managers should focus on three strategies to enhance project resilience. First, strengthen foundational organizational capabilities to create resource buffers and accelerate recovery. Second, utilize the “iron triangle” to dynamically prioritize capabilities, favoring agility in early stages and resource security in later phases. Third, align strategies with project context: large projects must leverage resource advantages while mitigating inertia, whereas small projects should balance their inherent agility with proactive resource planning. Social implications This study confirms the complex relationship between project resilience and organizational capabilities, providing practical guidance for risk monitoring and resource allocation in project management. Originality/value Establishing a framework linking organizational capabilities to resilience, this study clarifies three theoretical contributions: (1) It conceptualizes project resilience as a dynamic capability develops its multifaceted relationship with organizational capabilities. (2) The study examines the independent, configurational and dimensional effects of organizational capabilities, identifying key configurational pathways while exploring critical internal elements. (3) It integrates dynamic capability theory with project contingency theory to investigate differences in how organizational capabilities constitute resilience across projects of varying scales.

The competitive environment within which organizations operate is evolving faster than ever, prompting organizations to change to keep up with the environmental changes. The dynamic capabilities (DCs) view seeks to answer how organizations attain and sustain competitive advantage in changing environments. In the past two decades, there has been a proliferation of research in the DCs domain; yet much remains to be investigated regarding the antecedents and outcomes of DCs. The term “dynamic marketing capabilities” (DMCs) refers to a subset of DCs with the emphasis on customer value. This research studies four DMCs: proactive market orientation, agility, opportunity creation, and value innovation. The development of DCs may be triggered by the necessity to reconfigure resources in dynamic environments or by managers’ decisions to change the current way of doing things in an attempt to improve performance. Therefore, environmental dynamism and dynamic managerial capabilities are antecedents of DCs. To achieve competitive advantage, organizations can employ two distinct but complementary strategies. First, they can match environmental demands by reconfiguring and renewing their organizational resource base. Second, they can create market turbulence. Therefore, these two strategies act as mediators between DMCs and organizational outcomes. A conceptual framework is developed in order to examine the relationship between DMCs, their antecedents, and outcomes. A sample of 270 usable responses was obtained from top and senior managers working in Australia. After ensuring the constructs’ reliability and validity, the hypotheses were tested by means of hierarchical regression analysis and structural equation modeling. The results indicate that environmental dynamism and dynamic managerial capabilities positively affect the studied DMCs; however, the effect of dynamic managerial capabilities is stronger. Moreover, DMCs have a positive impact on operational marketing capabilities and induced market turbulence; these in turn positively affect organizational outcomes. The multi-mediation tests confirmed that operational marketing capabilities and induced market turbulence mediate the effect of DMCs on organizational outcomes. This study contributes to and extends the knowledge of DCs by proposing an integrative conceptual framework, explaining the antecedents of DMCs and the mechanism by which DMCs are linked to organizational outcomes. The findings re-emphasize the need for DCs in dynamic environments and highlight the critical role of dynamic managerial capabilities. Another contribution is that the study incorporates the element of induced market turbulence, hitherto missing in the literature pertaining to DMCs. This study also emphasizes that operational marketing capabilities mediate the relationship between DMCs and organizational performance. Moreover, four distinct DMCs (i.e., proactive market orientation, agility, opportunity creation, and value innovation) are identified, and scales are developed and validated to measure them. The findings suggest that these DMCs perform as anticipated. This research provides several insights for managers regarding DCs and how to apply them to organizations. The results of this study demonstrate that it is necessary for organizations to invest in developing DMCs, not to achieve performance improvement directly, but to optimize their operational marketing capability configuration. This, in turn, improves organizational outcomes. Moreover, managers are encouraged to invest in the development of DCs as a strategic rather than tactical approach. Another implication is that in ambiguous environments, organizations need to not only adapt to the environment, but also to employ strategies of environment constructing.

Digital transformation is of significant importance to the sustainable development of manufacturing companies and the construction of the digital economy. However, this major change is often hindered by numerous complex antecedents. What are the key factors in the digital transformation of manufacturing companies, and what is their relative importance? Accordingly, this paper identifies the key factors for digital transformation in large manufacturing companies from the “Ability–Motivation–Opportunity” (AMO) perspective. This study uses a necessary condition analysis (NCA) to conduct a necessity causality study on data collected from 67 listed Chinese manufacturing companies between 2016 and 2020. The results show that the digital transformation of large manufacturing companies is influenced by four necessary conditions: managerial myopia, industry concentration (very large effect), dynamic capabilities, and industrial digitalization (large effect). Managerial myopia and industry concentration have a negative necessary impact on digital transformation. The types of conditions and the level of bottlenecks required at different stages of digital transformation vary significantly. This study reveals the necessary causal relationships between organizational abilities, motivation, external opportunities, and digital transformation, providing empirical evidence to promote the digital transformation practices of manufacturing companies.

Purpose This study aims to examine the motivation to purchase electric vehicles (EVs) using the theory of planned behaviour (TPB) with environmental concern modelled as a mediator. Additionally, the study applies necessity logic to identify the “should-have” and “must-have” factors for EV adoption. Design/methodology/approach A quantitative research design was adopted with data gathered from the patrons of various EV outlets and online car forums using a purposive sampling technique. The research model was tested using partial least squares structural equation modelling, while necessary condition analysis (NCA) was employed to determine the necessary conditions for EV adoption. Findings The results show positive and significant relationships among TPB variables (i.e. attitude, perceived behavioural control and subjective norm) on EV purchasing behaviour. NCA results reveal necessary conditions for all identified motivators, with varying degrees of minimum thresholds. Research limitations/implications This study focuses on the current factors influencing EV adoption, which may evolve as the field of EVs advances. With the rapid growth of EV technology, including emerging features like autonomous driving, future research should consider these advancements to remain relevant. Additionally, this study is context-specific, and findings may not be generalizable across different regions or markets, warranting further investigation into other cultural or economic contexts. Practical implications The findings provide actionable insights for marketers and policymakers aiming to enhance EV adoption by understanding both sufficiency and necessity conditions that drive consumer behaviour. Originality/value This study contributes to the literature by exploring EV adoption in an emerging economy, emphasizing environmental concern as a mediator. The integration of necessity logic complements the sufficiency-based findings, offering new insights for EV marketers and policymakers.

This study examines the interplay between organizational justice and regulatory focus on the citizenship behaviors of fashion retail employees amidst AI integration. Using justice motive theory and regulatory focus theory, the research investigates how distributive, procedural, and interactional justice, alongside approach and avoidance mindsets, influence organizational citizenship behaviors (OCBI and OCBO). A multigroup analysis compares Generation Z with older employees, identifying generational differences in perceptions of justice. Data from 253 U.S. fashion retail employees were analyzed using PLS-SEM and Necessary Condition Analysis (NCA). Results reveal that procedural and interactional justice, along with approach-oriented mindsets, enhance OCBI, while avoidance-oriented mindsets reduce it. Interactional justice is a significant necessary condition for OCBO. Generational differences show Gen Z employees are more influenced by distributive and procedural justice. These findings highlight the importance of tailoring justice strategies to generational expectations, providing actionable insights for fostering positive employee behaviors in AI-driven retail environments.

This research explores the interaction between inter-organizational trust, marketing channels, and market and financial performance (FP) in establishing sustainable global marketing channels using Industry 4.0 technologies. It is conducted within the relational exchange theory (RET) framework and transaction cost economics (TCE). The sample (N = 131) was collected through the marketing research firm Centiment. PLS-SEM and Necessary Condition Analysis (NCA) were utilized as statistical methods. All hypotheses except the relationship between marketing channel operational performance and FP were accepted. This research highlights the vital role of inter-organizational trust in enhancing operational efficiency, profitability, and sustainability. It finds that trust fosters collaboration in global distribution channels, improving performance across multiple dimensions. Specifically, trust positively impacts marketing channel operations, boosting market performance. Nevertheless, all exogenous constructs were essential—“must-have” conditions for the endogenous FP construct. Applying the novel NCA is distinctive, primarily as it demonstrates that the relationship between marketing channel operational performance and FP is a necessary “must-have” condition, despite the insignificant path coefficient between the constructs. This is a crucial finding, as further investment in marketing channel operational performance and other antecedents of FP may be futile if the necessary conditions have not been met.

PurposeThe increasing prevalence of mobile phones and the ease of cheaper Internet access have accelerated the growth of mobile-based payments in India. The study aims to identify must-have and should-have factors affecting consumers’ usage intention toward “Near-Field Communication (NFC)” based mobile payments.Design/methodology/approachThe research integrates diffusion innovation theory and the technology acceptance model. Employing a mixed-methods approach, combining partial least square structural equation modeling and Necessary Condition Analysis (NCA). Thus, the study draws from qualitative interviews and a quantitative survey of 218 respondents.FindingsThe study results indicate that the relative advantage of NFC-based mobile payments over conventional payment modes and security concerns directly affect the intention to use it. However, complexity, transaction speed and ease of use do not affect the intention to use. Moreover, perceived usefulness mediates the relationship between complexity, relative advantage and transaction speed with the intention to use NFC-based mobile payments. Less complexity and ease of use, despite being insignificant determinants as per PLS-SEM, must be focused on as the NCA results indicate its necessity for future market growth.Originality/valueThis research addresses a significant gap by focusing on Indian consumers' intention to use NFC-based mobile payments, an area largely unexplored despite the global and availability of such services. The study distinguishes itself by examining factors influencing adoption within the nascent stage of mobile-based NFC payments in India, where digital growth and technology uptake are gradually unfolding.

This study examines the key factors influencing emotional dynamics on digital platforms, with a particular focus on the migration of American TikTok users to Xiaohongshu (Rednote) and their cross-cultural adaptation process. Guided by the Emotional Contagion Theory and Platform Governance Theory, using PLS-SEM and Necessary Condition Analysis (NCA), this research aim to investigate the relationships between platform features, emotional contagion, and platform interaction frequency in shaping emotional dynamics. The findings reveal the moderating effects of comment mechanisms and algorithmic recommendations on the relationship between emotional contagion and interaction frequency. This suggests that cultural factors, personal preferences, and social influences may exert a more profound impact on user interactions than platform functionalities themselves. Through NCA, the study underscores that emotional contagion and interaction frequency are necessary conditions for the emergence of emotional dynamics, while other factors are insufficient.

Purpose Using dynamic capability theory, stimulus organism response theory, and a multi-method approach, this study examines how supply chain digitalization and supply chain intelligence (SCI) influence sustainable end-of-life management. This study further examined the mediating role of supply chain intelligence and the moderating role of managerial environmental concern (MEC). We develop a model comprising five hypotheses. Design/methodology/approach The proposed model was validated using two-wave survey data from 309 manufacturing firms and their major suppliers in Ghana. Structural equation modeling (SEM) using AMOS software and necessary condition analysis (NCA) was used to analyze the data. Findings The findings show that both supply chain digitalization and supply chain intelligence (supplier, customer and competition) integration are significant drivers of sustainable end-of-life management. Additionally, we found that supply chain intelligence (supplier, customer and competition) integration partially mediates the link between SCD and sustainable end-of-life management. Furthermore, managerial environmental concerns significantly moderate SCI and create a sustainable end-of-life management link. The NCA results further reveal that at varying levels of sustainable end-of-life management, the nice and must-have capabilities, provide critical benchmarks for managerial decisions. Practical implications As organizations progress in their sustainability journey, they must develop increasingly sophisticated capabilities to address the complexities of product end-of-life management. The finding that customer intelligence becomes most critical at the highest levels of SELM implementation highlights the importance of understanding customer preferences, expectations and behaviors in designing effective product recovery systems. Originality/value This study is among the first attempts to offer empirical evidence (via SEM and NCA) of nice-to-have and must-have antecedents of sustainable end-of-life management. This study is the first to demonstrate the existence of critical thresholds and complex interactions that emerge at different levels of sustainable end-of-life management, challenging simplistic models of organizational capabilities. This paper offers fresh insight for managers in developing effective sustainable end-of-life management strategies and highlights the critical role of SCD and SCII in navigating global sustainability challenges.

This study explores the role of Entrepreneurial Leadership (EL) in driving Project Success (PS), with a focus on the mediating effects of Intellectual Capital (IC), Knowledge Sharing (KS), Big Data Analytics (BDA), and Innovation Performance (IPF). The study integrates the Resource-Based View (RBV) and Dynamic Capability Theory (DCT) to explain the relationships among these factors. Using RBV, the paper demonstrates that EL enhances PS by fostering the development of valuable internal resources, such as human, relational, and structural capital. DCT is applied to explain how EL drives dynamic capabilities, enabling organizations to adapt to changing environments and innovate. The research further examines how IC, KS, BDA, and IPF mediate the relationship between EL and PS, highlighting their critical roles in improving decision-making, collaboration, and performance. A combination of Importance-Performance Map Analysis (IPMA), Necessary Condition Analysis (NCA), and Bottleneck Analysis is used to evaluate the relative importance of these constructs and identify thresholds for achieving optimal project outcomes. The findings suggest that improving EL and IC, with support from BDA and IPF, provides a strategic framework for organizations seeking to enhance project success. The study contributes to the literature by offering empirical insights into how dynamic capabilities and intellectual resources contribute to PS and provides actionable implications for leadership development in organizations. Future research could further explore the interaction effects of these constructs and their application across different industries and geographical contexts.