Does Breadth or Depth Matter More? Digital Resource Orchestration, Digital Marketing Capability, and Contingency Conditions in Indonesian SMEs

Research Aim: This study examines whether orchestration breadth and orchestration depth are associated with SME digital marketing capability, whether capability is associated with business performance, and whether entrepreneurial orientation, technological turbulence, and environmental dynamism moderate the capability-performance association. Design/Methods/Approach: We analysed a cross-sectional survey of 350 SME owners in Greater Jakarta (JABODETABEK), collected through face-to-face interviews in late 2025, with PLS-SEM in SmartPLS 4 (5,000 bootstrap resamples). Moderation was estimated with two-stage interaction terms on the path from capability to performance, and out-of-sample prediction was assessed with PLSpredict. Research Finding: Orchestration breadth (β = 0.503, p < .001) and depth (β = 0.348, p < .001) were both positively associated with digital marketing capability (R² = 0.593). The breadth coefficient was larger, but the difference was not statistically significant (Δ = 0.13, 95% CI −0.12 to 0.34). Capability was positively associated with business performance (β = 0.319, p < .001; R² = 0.733). The indirect associations through capability were 0.160 (95% CI 0.107 to 0.232) for breadth and 0.111 (0.071 to 0.166) for depth. Technological turbulence strengthened the capability-performance association (β = 0.186, p < .001), and this held when interactions were entered one at a time. The negative moderation by entrepreneurial orientation in the joint model (β = −0.194, p = .006) did not hold in that check, and moderation by environmental dynamism was not significant (β = 0.091, p = .141). Q²predict was positive for all indicators, but PLS prediction errors exceeded those of the linear benchmark, so out-of-sample predictive power is low. Theoretical Contribution/Originality: The study separates resource orchestration into breadth and depth as distinct antecedents of digital marketing capability and tests three contingency conditions on the capability-performance link in the same model. To our knowledge, no earlier SME marketing study does both. Practitioner/Policy Implication: Widening and deepening digital tool use were both associated with stronger capability, so SMEs need not treat them as alternatives. Returns to capability appear higher under fast technological change. Support programs that now count onboarded firms could add indicators of the scope and depth of use. Research Limitation: The data are cross-sectional, come from one respondent per firm, and are perceptual. The sample is purposive and urban. The findings are associations, not causal effects, and the model explains better than it predicts.