Building Business Resilience of Food MSMEs in Tourism Destinations: The Roles of Adaptive Marketing Capability, Supply Chain Resilience, and Digital Transformation Amid Climate and Tourism Disruptions

Food micro, small, and medium enterprises (SMEs) in Bali's tourism destinations face dual pressures stemming from climate disruption and tourism visit volatility. Both forces simultaneously threaten the operational continuity and business resilience of small-scale food businesses that are heavily dependent on the stability of the tourism ecosystem. This study empirically examines the roles of adaptive marketing capabilities (AMC), supply chain resilience (SCR), and digital transformation capability (DTC) in building the business resilience (BR) of food SMEs, as well as the moderating effect of climate and tourism disruption (CTD) on the SCR–BR relationship.A quantitative approach with a cross-sectional survey design was employed, collecting data from 220 food SME owners and managers across Badung Regency, Denpasar City, and Gianyar Regency, Bali. The structured questionnaire instrument used a 5-point Likert scale covering 26 indicators across five latent constructs. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) via SmartPLS 4.0 software, with a 5,000-sample bootstrapping procedure applied for significance testing. All seven hypotheses were supported with statistically significant results. AMC positively and significantly influenced SCR (β=0.449; t=7.242; p<0.001) and directly influenced BR (β=0.162; t=2.077; p<0.05). SCR positively influenced DTC (β=0.528; t=9.103; p<0.001) and directly influenced BR (β=0.249; t=3.320; p<0.01). DTC positively influenced BR (β=0.311; t=4.380; p<0.001). The sequential mediation AMC→SCR→DTC→BR was confirmed as significant with an indirect effect of β=0.074 (BC-CI 95% [0.032, 0.127]). CTD was found to strengthen the effect of SCR on BR (β=0.143; t=2.103; p<0.05). The model collectively explained 46.7% of the variance in business resilience (R²=0.467), with positive Q² values confirming adequate predictive relevance. Adaptive marketing capabilities, supply chain resilience, and digital transformation capability constitute three mutually reinforcing strategic pillars for building business resilience among food SMEs in tourism destinations. The identified sequential mediation mechanism confirms that investment in market adaptive ability progressively translates into supply chain robustness and ultimately catalyzes digital transformation as the foundation of long-term business resilience. As climate and tourism disruption intensifies, enhancing supply chain resilience becomes increasingly critical and of high strategic value. This study contributes theoretically to the dynamic capabilities framework and SME resilience literature, while offering practical recommendations for business practitioners and policymakers in Bali's tourism sector.