Business Resilience as a Mediator in the Link Between Digital Logistics Strategies and Competitive Advantage: Insights from Emerging Markets

Abstract

Background: The mediating effect of business resilience in the association between digital logistics strategy and competitive advantage is investigated in emerging markets. Given current global events, digital logistics is more than merely a competitive advantage for firms looking for stability and sustainability. Based on the Resource-Based View (RBV), the research aims to explore how digital strategies promote resilience and performance outcomes, particularly for SMEs in turbulent environments. Methods: They used mixed methods. The quantitative data were obtained from 227 Jordanian SMEs using a structured survey, and the qualitative data were from 10 semi-structured interviews with experts in logistics and marketing. Hypothesized relationships were tested through Partial Least Squares-Structural Equation Modeling (PLS-SEM) and qualitative validation through Thematic Analysis. Results: The results reveal that business resilience is a potent mediator between digital logistics strategies and competitive advantage. Both content marketing and social media marketing contribute to the enhancement of sustainable performance and to decreasing levels of market volatility. Email also has an impact on the sustainability, but does not directly or indirectly affect the volatility. Sustainable performance is thus confirmed to be a major factor for market stability. Conclusions: The findings emphasize the need for resilience-based digital logistics strategies for SMEs in developing economies. Well-directed content and social media marketing support both sustainability and competitive advantage. These findings offer managerial implications for the development of adaptive capacities to achieve long-term performance objectives in uncertain environments.

1. Introduction

Today’s globalized economy is becoming more uncertain than ever, with disruptions in the supply chain, technological change, and customer needs causing higher levels of uncertainty [1,2]. These challenges have further accelerated the demand for digital logistics strategies that improve responsiveness and operational visibility [3,4]. With content marketing, social-media-friendly customer interfaces, and real-time data analytics, digital tools are transforming the logistics landscape by which companies can communicate faster, adjust more quickly, and execute under volatile market conditions [5]. Although digital transformation is an emerging research field, especially in supply chain and logistics management, the extant literature predominantly covers developed countries and mentions large enterprises [6]. The knowledge relating to how digital logistics is applied by small- and medium-sized enterprises (SMEs) in general, and in developing world countries particularly, to attain competitive positions is relatively scanty [7]. Few studies address how digital strategies directly impact firm-level resilience and how this resilience, in turn, may foster sustainable competitive performance [8]. This is a significant deficiency in the literature concerning digital capabilities as a source for adaptive, resilient logistics operations [9]. Business resilience has become essential for firms to confront crisis-driven modes, market turbulence, and environmental instability [10]. A firm can predict, absorb, and adapt to disruptions and yet still run critical operations. In developing countries, where there are many infrastructure challenges and policy volatility, resilience is not optional [11]. To the extent of adding a little refinement, an appreciation of the underlying role that a digital logistics strategy plays towards resilience in an environment such as this is also particularly applicable to SME where resources and operational slack are typically very scarce [12]. This research is based on the Resource-Based View (RBV), which holds that organizations develop a competitive advantage using valuable, rare, and inimitable internal resources [13]. In the digital world, the digitization of logistics communication facilities can be considered a potential strategic resource, particularly in its capability to allow companies to react, recover, and reestablish their position [14]. In this regard, resilience is characterized as a dynamic capability that connects digital innovation to a sustainable competitive advantage [15]. In response to these problems, this study explores the effects of digital logistics strategies on competitive advantages in the context of the mediator of business resilience [16]. By targeting SMEs operating in Jordan, the study enriches the theoretical thinking of the logistics setting in a developing market. It adds to the literature on how digital adoption in logistics delivers strategic benefits [17]. The structure of the paper is as follows: in the next section, we review the relevant literature concerning adoptions. The results, discussion, and practical implications are detailed, ending with suggestions for future research and practice.

This study examines content marketing, social media, and email communication tools, contributing to firm resilience and competitive advantage in emerging markets. It fills an important void in the logistics literature by exploring the mediating effect of resilience in the digital adoptionstrategic outcomes relationship. It provides managerial implications for SMEs in turbulent environments, in which digital competences are more relevant, to sustain competitive positioning in the long run.

2. Literature Review

2.1. Digital Logistics Strategies and Business Resilience

Integrating has become a powerful tool for enhancing business resilience in market volatility. With advancements in technology integration, companies are increasingly adopting digital solutions such as automation, big data, and AI to improve logistics operations and build greater flexibility within their supply chains [18]. Digital logistics improves the operational efficiency and strengthens a firm’s ability to respond to disruptions quickly, fostering resilience in unpredictable environments [19]. Firms that embrace digital tools in their logistics operations are better equipped to navigate uncertainties, ensuring both the continuity of operations and strategic growth even during times of economic or political instability [20].

2.2. Supply Chain Visibility and Competitive Advantage

Supply chain visibility (SCV), enabled by digital logistics strategies, is crucial for gaining a competitive advantage in today’s volatile markets [21]. SCV allows firms to track and respond to real-time shifts, improving decision-making and supply chain efficiency [22]. By integrating technologies such as IoT and blockchain, companies gain a comprehensive view of their supply chains, allowing for more informed actions that reduce risks and enhance customer satisfaction [23]. Companies with a high SCV can outperform competitors in a competitive advantage situation by ensuring faster response times and minimizing operational disruptions [24]. This visibility reduces risks and creates opportunities for cost savings, resource optimization, and innovation, key drivers of sustainable business practices [25].

2.3. Environmental Sustainability in Digital Logistics

The growing importance of environmental sustainability has led businesses to incorporate green practices into their digital logistics strategies [26]. Integrating sustainability within logistics helps businesses reduce their environmental footprint and enhances long-term business resilience [27]. As the pressure to meet environmental, social, and governance (ESG) criteria increases, companies that adopt sustainable logistics practices gain a competitive edge by improving brand reputation and attracting eco-conscious customers [28]. Moreover, sustainable logistics solutions, optimizing transportation routes to reduce emissions, or adopting energy-efficient technologies are essential for firms looking to future-proof their operations while maintaining profitability [29]. Sustainable logistics is vital to corporate strategy, aligning long-term sustainability goals with operational practices that reduce costs and enhance profitability [30].

2.4. Business Resilience as a Mediator Between Digital Logistics and Competitive Advantage

Business resilience is pivotal for mediating the relationship between digital logistics strategies and competitive advantage [31]. Resilience is the ability of a business to adapt to disruptions and continue operations despite challenges. Digital logistics strategies are crucial for building resilience by enabling businesses to anticipate market changes better, optimize operations, and enhance responsiveness to supply chain disruptions [32]. Resilience allows businesses to recover quickly from external shocks, providing a buffer against market volatility [33]. Companies that integrate business resilience into their digital logistics strategies are more likely to maintain or enhance their competitive advantage in volatile and competitive markets [34]. This connection highlights the importance of resilience in ensuring sustained performance and growth, particularly in Jordan markets.

2.5. Competitive Advantage Through Digital Logistics and Sustainability

As businesses increasingly face volatile and uncertain market conditions, achieving and maintaining a competitive advantage hinges on effectively integrating digital logistics strategies with sustainable practices [35]. Digital logistics enable businesses to gain a competitive edge by improving operational efficiency, customer satisfaction, and adaptability to market changes [36]. At the same time, sustainability efforts reducing waste, minimizing carbon emissions, and improving resource management serve as strategic differentiators that can enhance brand value and attract environmentally conscious customers [37]. Firms that integrate sustainability into their logistics strategies achieve operational efficiency and strengthen their relationships with stakeholders, fostering long-term competitive advantages [38].

2.6. The Role of Business Resilience in Market Volatility

In the domain of market volatility, business resilience is a key factor in mitigating risks and ensuring the stability of operations [39]. Businesses operating in volatile environments must be flexible and adaptable, capable of adjusting quickly to changes in market conditions. The ability to remain resilient in the face of unpredictable fluctuations in supply and demand, changes in consumer behavior, or disruptions caused by geopolitical or economic factors is essential for sustaining growth and profitability. By adopting digital logistics strategies, businesses can increase their agility, improving their ability to react to changes in real-time and ensuring operational continuity despite external challenges [39]. This ability to withstand and adapt to volatility helps businesses navigate uncertainty and positions them for long-term success in competitive markets [40]. The literature highlights the interconnectedness of digital logistics strategies, business resilience, sustainability, and competitive advantage. In an increasingly volatile market environment, businesses must leverage digital tools to enhance their supply chain visibility, improve environmental sustainability, and build resilience. Integrating these factors is essential for maintaining a competitive advantage and ensuring long-term success [41]. As businesses in emerging markets face complex and rapidly changing market conditions, adopting digital logistics strategies incorporating resilience and sustainability will be critical for achieving stability and sustainable growth [42]. This research underscores the importance of aligning digital logistics with business resilience to navigate market volatility effectively and create enduring competitive advantages.

2.7. Hypothesis Development

2.7.1. Digital Logistics Strategies: Enhancing Business Resilience Through Technological Integration

In highly volatile environments, digital logistics strategies have become essential for enhancing business resilience. Technology integration within logistics operations enables businesses to adapt quickly to changing market conditions and ensure continuity despite disruptions [43]. Using automation, big data, and AI in logistics operations improves efficiency and helps businesses respond more effectively to unexpected changes [44]. Incorporating sustainability into these digital logistics strategies ensures businesses demonstrate their commitment to environmental and social responsibility, further strengthening consumer trust and enhancing resilience. Thus, this study will explore the impact of digital logistics strategies on business resilience and sustainable performance through qualitative techniques, including interviews and questionnaires conducted within Jordan’s market under volatile conditions [45].

H1: 

Content marketing significantly influences market volatility, driving fluctuations in consumer behavior and industry trends

Content Marketing -> Market Volatility

H2: 

Content marketing significantly influences sustainable performance, fostering long-term business growth and brand loyalty.

H3: 

Email marketing significantly influences market volatility, affecting consumer demand and fluctuations.

2.7.2. Supply Chain Visibility: Strengthening Competitive Advantage Through Digital Logistics

Integrating supply chain visibility (SCV) as a component of digital logistics strategies is critical for businesses seeking a competitive advantage in volatile markets. Tracking and managing supply chain activities in real-time allows businesses to identify and mitigate risks before they escalate. Enhanced visibility also ensures more accurate demand forecasting, which in turn helps businesses adapt to changing market conditions. Furthermore, aligning supply chain visibility with sustainability practices positions companies as leaders in responsible business, helping them secure both competitive advantage and market stability [46]. The study will use qualitative methods to examine the role of SCV in enhancing business performance and competitive advantage in Jordan’s dynamic market [47].

H4: 

Email marketing significantly influences sustainable performance, driving long-term customer loyalty and business growth.

H5: 

Social media marketing significantly influences market volatility, shaping consumer behavior and market dynamics.

H6: 

Social media marketing significantly influences sustainable performance, enhancing brand awareness and customer engagement.

2.7.3. Environmental Sustainability: Leveraging Digital Logistics for Long-Term Competitive Advantage

Environmental sustainability has become a key driver for businesses looking to improve their long-term competitive position in turbulent market environments. By incorporating sustainable logistics practices, companies can reduce operational costs, comply with regulatory requirements, and enhance their brand image, leading to improved market positioning [48]. Furthermore, green logistics can help businesses build stronger relationships with customers and stakeholders, who increasingly value corporate responsibility. This research will explore the relationship among environmental sustainability, digital logistics, and competitive advantage, focusing on how sustainability initiatives in logistics contribute to business performance and resilience [49].

H7: 

Sustainable performance significantly influences market volatility, impacting long-term stability and market dynamics.

H8: 

Social media marketing significantly influences sustainable performance, impacting market volatility.

H9: 

Content marketing significantly influences sustainable performance, influencing market volatility.

2.7.4. Business Resilience: Mediating the Relationship Between Digital Logistics and Competitive Advantage

Business resilience plays a crucial role in mediating the effects of digital logistics strategies on competitive advantage. Resilient businesses can better withstand external shocks such as market volatility, supply chain disruptions, and economic instability [50]. Integrating digital logistics solutions enhances resilience by improving agility, optimizing resource management, and enabling faster responses to disruptions. This research will investigate how business resilience can mediate the relationship between digital logistics and competitive advantage, particularly within Jordan’s volatile market.

H10: 

Email marketing significantly influences sustainable performance, which in turn affects market volatility.

3. Methodological Approach

3.1. Theoretical Frameworks

It is underpinned by the Resource-Based View (RBV) that suggests that the competitive advantage of organizations ensues from the exploitation of valuable, rare, inimitable, and non-substitutable (VRIN) resources. In this regard, data-driven logistics strategies, content marketing, supply chain visibility solutions, and sustainability-oriented technologies are perceived as key strategic assets that are supposed to enhance the development of organizational resilience. These abilities enable companies to minimize the impact of the disruptions, retain operational continuity, and hold their competitive position in the marketplace. The RBV explains why some companies achieve superior performance under challenging circumstances by effectively capturing and deploying internal resources. The dynamic capabilities concept represents the ability of a firm to adapt, reconfigure, and/or renew its internal and external resources in confronting change in environmental conditions. This view stresses the role of competitive advantage due to resource possession and the firm’s ability to reconfigure them in dynamic fields. Since dynamism is also evident in applying digital tools to improve flexibility, decision-making, and coordination of logistics strategies with changes in the market demand, we are using dynamic capabilities in this study. By combining RBV and Dynamic Capabilities Theory, this study offers an integrated understanding of how digital strategies can lead to resilience and competitive advantage in turbulent markets.

3.2. Theoretical Development

Mixed design methodology was used in this study to provide depth and breadth in exploring business resilience mediation in the relationship between digital logistics strategies and competitive advantage. Quantitative data were gathered through a questionnaire distributed to SMEs in the strategic sectors in Jordan. Semi-structured interviews were conducted with logistics directors and digital marketing officers to collect qualitative data. The quantitative section employed survey questionnaires derived from a validated previous study, related to digital marketing strategies, business resilience, and competitive advantage. All measures were based on a five-point Likert scale. For measurement integrity, reliability was calculated through Cronbach’s Alpha and Composite Reliability (CR), which were all above the threshold level of 0.70. Convergent validity was established with an Average Variance Extracted (AVE) of 0.50, respectively. Discriminant validity was confirmed based on the Fornell–Larcker criterion and the Heterotrait–Monotrait ratio to affirm construct distinctiveness. In the qualitative phase, interviews provided more detailed conditions for the tactical use of digital communication, such as content marketing, social media, and email campaigns. Qualitative results from interviews were coded and analyzed for themes in a triangulated fashion with the quantitative findings. Partial Least Squares-Structural Equation Modeling (PLS-SEM) was performed through SmartPLS 4.0 due to the complexity of the model and the mediation effects.

Figure 1 illustrates the conceptual model tested in this study, highlighting the relationships among digital logistics strategies, business resilience, sustainable performance, and competitive advantage. The summary table below (

Table 1. Summary of hypotheses and supporting literature.

Hypothesis	Relationship Description	Supporting Literature
H1	Content Marketing → Market Volatility	[8]
H2	Content Marketing → Sustainable Performance	[9]
H3	Email Marketing → Market Volatility	[2]
H4	Email Marketing → Sustainable Performance	[23]
H5	Social Media Marketing → Market Volatility	[24]
H6	Social Media Marketing → Sustainable Performance	[15]
H7	Sustainable Performance → Market Volatility	[16]

) lists all proposed hypotheses and their corresponding literature sources.

3.3. Data Collection

Data was collected in a multistage process in 2024. In the quantitative stage, three hundred SMEs in Jordan, representing different sectors, filled out a structured questionnaire, and two hundred and twenty-seven responded appropriately. Jordanian SMEs were selected as the focal case due to their central role in the national economy and their exposure to regional market volatility, making them a suitable basis for studying resilience and digital logistics. The instrument was developed to measure organizational perceptions regarding how digital logistics strategies (DLSs) influence business resiliency, sustainable performance, and competitive advantage. The questionnaire covered five signature sections: demographic, DLO strategies, business resilience, sustainable performance, and market volatility (

Table 2. Demographic information of respondents.

Characteristic	Frequency	Percentage
Gender
Male	91	40%
Female	136	60%
Age
Under 27	23	10%
27–34	91	40%
35–44	68	30%
45 and above	45	20%
Education
Diploma	45	20%
Bachelor’s Degree	114	50%
Master’s/Doctorate Degree	68	30%
Experience
Less than 5 years	23	10%
10–14 years	45	20%
15–19 years	80	35%
20–24 years	57	25%
25+ years	23	10%
Specialization
Business Management	102	45%
Finance and Accounting	80	35%
Social Sciences	34	15%
Other Fields	11	5%

).

For the qualitative part, 10 semi-structured interviews were carried out with logistics managers, sustainability managers, and business owners. Respondents were selected purposively and responded to qualifications regarding experience in digital logistics and supply chain management. The interviews considered examples of the practice of digital logistics and the role of sustainable performance in firm resilience in volatile markets. These anecdotal details supplemented and further elaborated on the quantitative results.

The demographic information of respondents in the study shows a diverse and well-rounded sample. The gender distribution is 60% female and 40% male, providing a balanced perspective on how digital marketing influences market volatility and sustainable performance. This higher proportion of female respondents may be attributed to the increasing role of women in administrative, social media, and digital marketing positions within SMEs in Jordan. These departments have shown high female participation rates in recent national labor reports, particularly in firms leveraging digital communication channels. The age range is predominantly 27–34 (40%), followed by 35–44 (30%), 45 and above (20%), and under 27 (10%), which includes individuals likely engaged with digital marketing and in positions to influence market trends. Educationally, 50% hold a bachelor’s degree, 30% have a Master’s or Doctorate, and 20% have a Diploma, indicating a well-informed group capable of offering valuable insights. Most of the cohort, 45%, comes from business management or finance and accounting studies, and some other social sciences domains, 15%, and 5% in all others, emphasizing the relevance of sources used by market actors. Importantly, this profile provided a holistic analysis based on different perspectives in Jordan, which created high accuracy for our study.

3.4. Data Analysis

The data analysis will be conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM), which is particularly suited for this study because it can handle complex relationships between variables, including nonlinear effects and small sample sizes, which are expected in this study due to the industry-specific focus. PLS-SEM will help analyze the relationships among digital logistics strategies, business resilience, competitive advantage, and sustainable performance while focusing on mediating and moderating effects.

This analysis evaluates the direct and indirect effects of digital logistics strategies on business resilience and competitive advantage, with sustainable performance as a mediator. The study will also assess how these variables interact to create stable and competitive market conditions in Jordan’s volatile economic environment. Each component of the research model will be thoroughly examined to identify the causal relationships between the variables and their impact on business performance. In addition to the quantitative research, several qualitative data were gathered by means of 10 semi-structured interviews with logistics managers and digital marketing officers who were employed in different SME in Jordan. These interviews were conducted by the researchers and lasted from 30 to 45 min, with discussions based on open-ended questions related to the experience with digital logistics strategies, resilience building, and competitive positioning under the market uncertainty of each participant. The qualitative data analysis was based on thematic analysis and manually coded transcripts to determine patterns, themes, and differences. Central themes were the difficulties of using digital tools, perceived resilience during supply chain disruptions, and the strategic importance of communication for customer retention. These learnings provided contextual richness, supported the quantitative findings, and revealed how digital logistics strategies are adopted in practice. Incorporating these qualitative findings enhanced the interpretation of the quantitative results and provided a more complete picture of the study phenomenon.

Additionally, the qualitative data from interviews will be analyzed using a thematic analysis to identify key themes and patterns related to digital logistics strategies and their role in enhancing business resilience and competitive advantage. This qualitative analysis will complement the quantitative findings by providing deeper insights into how digital logistics can mitigate market volatility and foster long-term sustainability.

By integrating quantitative and qualitative methods, this study aims to offer a comprehensive understanding of how digital logistics strategies contribute to building business resilience and sustaining competitive advantage in volatile markets, with sustainable performance as a central mediator.

3.5. Result

Table 3. Factor loadings.

Constructs	Items	Factor Loadings	Cronbach’s Alpha	C.R.	AVE
Content Marketing	CM1	0.828	0.857	0.900	0.663
	CM2	0.811
	CM3	0.864
	CM4	0.827
	CM5	0.744
Email Marketing	EM1	0.858	0.87	0.906	0.659
	EM2	0.792
	EM3	0.838
	EM4	0.807
	EM5	0.761
Market Volatility	MV1	0.846	0.812	0.874	0.635
	MV2	0.836
	MV3	0.749
	MV4	0.752
Social Media Marketing	SMM1	0.824	0.89	0.919	0.695
	SMM2	0.803
	SMM3	0.857
	SMM4	0.854
	SMM5	0.827
Sustainable Performance	SP1	0.819	0.859	0.899	0.64
	SP2	0.839
	SP3	0.797
	SP4	0.764
	SP5	0.779

: Factor loadings show the measurement model, as it occurs in the “Factor Loadings” content, and construct validity was tested concerning every measure of the digital marketing tactics, sustainable performance dimensionality scale set from Jordanian, followed by a reliability assessment for each included factor. This has been performed by evaluating them based on Cronbach’s Alpha and Composite Reliability (C.R.) to ensure robust constructions. This evaluation was conducted using Cronbach’s Alpha and Composite Reliability (C.R.), ensuring the robustness of the constructions. The factor loading ranged from 0.744 to 0.864 for content marketing across its items. However, the specific values for Cronbach’s Alpha, Composite Reliability, and Average Variance Extracted (AVE) were not provided, leaving some aspects of its reliability and validity unassessed. Email marketing showed strong reliability and validity, with factors loading between 0.761 and 0.858. The Cronbach’s Alpha was 0.87, indicating high internal consistency, while the Composite Reliability was 0.906, and the AVE was 0.659, all exceeding the recommended thresholds. Market volatility with factor loadings ranging from 0.749 to 0.846 had a Cronbach’s Alpha and so displayed acceptable consistency reliability (Cronbach). This provided that the CR index equals 0.874 and the AVE value is equal to 0.635, which demonstrated convergent validity. The factor loadings ranged from 0.803 to 0.857, which indicated that the measurement of social media marketing also demonstrated good convergent and discriminant validity. This was consistent with previous research. The Cronbach’s Alpha for this construct was 0.89, the Composite Reliability was about 09.19, and the AVE value was 0.663. All were well above the acceptable limits. Similarly, sustainable performance was also a reliable and valid construct, showing factor loadings from 0.764 to 0.839 with a Cronbach’s Alpha of 0.859, CR of 0.899, and AVE of 64%, further supporting its reliability and validity. The results showed that all constructions had high reliability with Cronbach’s Alpha values over 0.70 and convergent validity since the AVE was over 0.50 for most of them, demonstrating a good model fit. These findings confirm the reliability of the constructs and the measurement model utilized in our study.

Table 4. HTMT.

	Content Marketing	Email Marketing	Market Volatility	Social Media Marketing	Sustainable Performance
Content Marketing
Email Marketing	0.835
Market Volatility	0.661	0.697
Social Media Marketing	0.591	0.702	0.484
Sustainable Performance	0.633	0.611	0.454	0.522

show (HTMT) compares the correlation between constructs across constructs with the internal category one. Henseler et al. [51] state that discriminant validity is good if the HTMT value ranges below 0.90. The content marketing in our study reveals HTMT values with other constructs ranging from 0.591 to 0.835, which are less than a threshold of 0.90 and large enough, indicating acceptable discriminant validity. A similar pattern is seen with email marketing, where values of HTMT fall between 0.611 and 0.835, with other constructs indicating that it is also different from the others. Market volatility has HTMT values between 0.454 and 0.702, with the rest of the constructs inside acceptable ranges as expected from discriminant validity test results. All social media marketing measures exhibit HTMT values ranging from 0.484 to 0.702 against other constructs, all below the cutoff of 0.90, thus offering additional evidence in favor of their discriminant validity for sustainable performance. HTMT values are below 0.90, ranging between 0.454 and 0.633 with other constructs. HTMT results suggest that all factors, from content marketing to email marketing, through market volatility, to social media and potential sustainable performance, are unique constructs reflecting different aspects of measurement. The above has confirmed that the measurement model adopted in this study is strong, as each construction has been measured well and correctly, thus ensuring robustness.

The high correlations among several validated measures in the research demonstrated convergent validity. Fornell and Larcker’s criteria were used to distinguish the shared variation among the manifest variables in the model. Conclusively, indicator factor loadings and the “average variance extracted” (AVE) should demonstrate perfect convergent validity. Convergent validity is confirmed when the AVE is > 0.50. Content marketing (0.816), email marketing (0.812), market volatility (AVE = 0.797), social media marketing (AVE = 0.833), and sustainable performance have an AVE of 0.8. All these values are above the threshold of 0.50 and support evidence for high convergent validity based on each construct in the model. The Fornell–Larcker criterion used in Table 3 further supports that the constructs are distinct and share a significant degree of variation among their indicators, validating the measurement model employed in this study.

Table 5. Fornell–Larcker.

	Content Marketing	Email Marketing	Market Volatility	Social Media Marketing	Sustainable Performance
Content Marketing	0.816
Email Marketing	0.73	0.812
Market Volatility	0.541	0.562	0.797
Social Media Marketing	0.525	0.621	0.4	0.833
Sustainable Performance	0.554	0.531	0.392	0.459	0.8

: The R Square Adjusted values provide insights into the explanatory power of the models used in the study titled “The Role of Sustainable Performance in Mediating the Effects of Digital Marketing Tactics on Market Volatility: Evidence from Jordan.” The R² value for market volatility indicates that the independent variables can explain 15.4% of the variance in market volatility, with an adjusted R² of 15.1%, which accounts for the number of predictors in the model. For sustainable performance, the R² value indicates that the independent variables predict 35.9% of the variance, and the adjusted R² = 35.2%, controlling for multiple predictors. The results suggest the relative stability of the market volatility and sustainable performance models, supporting our study selection for predictors. The adjusted R² values (between 0 and 1) specify that the chosen predictors of each model considered are suitable in a specific scenario as per the study design.

Table 6. R² Adjusted.

Variable	R2	R2 Adjusted
Market Volatility	0.154	0.151
Sustainable Performance	0.359	0.352

: The R² values indicate that the model explains 15.4% of the variance in market volatility and 35.9% in sustainable performance. The adjusted R² values (15.1% and 35.2%, respectively) confirm that the model retains consistent explanatory power after accounting for the number of predictors.

4. Hypotheses Testing

The hypotheses in this study were tested through path coefficients, similar to “beta weights” in classical regression analysis. Path coefficients, values from −1 to +1, measure the strength and direction of relationships among variables. A farther coefficient from zero, in either a negative or positive direction, suggests that one variable changes as the other does; so, −1 + 2 would suggest almost no relationship between the two variables. The coefficient, standard error, T value, and p-value are used to examine the significance of these relationships in a statistical output relationship performed based on the T value, and another important term is the p-value for all the next steps. Results at or below this critical p-value of 0.05 support the hypothesized theory relationship; our path coefficient significance level is greater than zero. The importance reaffirms that the model is good at capturing sustainable performance, and interactions are compounded with digital marketing tactics in the face of market volatility. Researchers used loading weights to confirm and represent the strength of interrelationships within an overall structural model. These results, including the path coefficients and their significance, are shown graphically in Figure 2 and indicate that sustainable performance mediates digital marketing tactics based on market volatility in Jordan.

5. The Measurement Model of Researched Variables

Regarding the role of sustainable performance in mediating the effects of digital marketing tactics on market volatility, this model consists of content marketing, email marketing, social media marketing, and evergreen performance with market volatility. The framework links digital marketing tactics, content marketing, email marketing, and social media marketing to sustainable performance, ultimately simulating market volatility. The empirical model developed in the current study was intended to consider the direct and indirect relationship among digital logistics strategies, sustainable performance, and market volatility. Through a Structural Equation model (SEM) analysis, the model analyzed several paths, testing multiple possibilities, including the mediating effect on sustainability performance and the indirect effect on the market outcomes of digital marketing elements, content, email, and social media marketing. The framework is grounded in theoretical considerations from the RBV and empirical phenomena in developing economies. This method allowed for a fine-grained appreciation of the effects of digital strategies on resilience and market dynamics and led to a more complete picture of the causal linkages.

Figure 2 shows sustainable performance as a mediator of the other two variables. This suggests that improving sustainable practices can strengthen or weaken, depending on how many digital marketing strategies can stabilize or destabilize market volatility.

Table 7. Hypotheses testing estimates—path coefficient—direct.

Hypo	Relationships	Standardized Beta	Standard Error	T-Statistic	p-Values	Decision
H1	Content Marketing -> Market Volatility	0.129	0.048	2.708	0.007	Supported
H2	Content Marketing -> Sustainable Performance	0.329	0.087	3.768	0	Supported
H3	Email Marketing -> Market Volatility	0.072	0.04	1.803	0.071	Unsupported
H4	Email Marketing -> Sustainable Performance	0.185	0.086	2.134	0.033	Supported
H5	Social Media Marketing -> Market Volatility	0.067	0.033	2.032	0.042	Supported
H6	Social Media Marketing -> Sustainable Performance	0.172	0.075	2.301	0.021	Supported
H7	Sustainable Performance -> Market Volatility	0.392	0.087	4.5	0	Supported

: The hypotheses testing estimates reveal the following results: content marketing significantly influences both market volatility (β = 0.129, t = 2.708, p = 0.007) and sustainable performance (β = 0.329, t = 3.768, p = 0), with both hypotheses (H1 and H2) being supported. Email marketing shows a significant impact on sustainable performance (β = 0.185, t = 2.134, p = 0.033), supporting H4, but its influence on market volatility (β = 0.072, t = 1.803, p = 0.071) is not statistically significant, leaving H3 unsupported. Social media marketing significantly affects both market volatility (β = 0.067, t = 2.032, p = 0.042) and sustainable performance (β = 0.172, t = 2.301, p = 0.021), supporting H5 and H6. Finally, sustainable performance strongly and significantly influences market volatility (β = 0.392, t = 4.5, p = 0), fully supporting H7. These findings indicate that while content marketing, social media marketing, and sustainable performance significantly impact both sustainable performance and market volatility, email marketing does not have a statistically significant direct impact on market volatility in this study.

Table 8. Hypothesis testing estimates—Path Coefficient—Indirect.

Hypo	Relationships	Standardized Beta	Standard Error	T-Statistic	p-Values	Decision
H8	Social Media Marketing -> Sustainable Performance -> Market Volatility	0.067	0.033	2.032	0.042	Supported
H9	Content Marketing -> Sustainable Performance -> Market Volatility	0.129	0.048	2.708	0.007	Supported
H10	Email Marketing -> Sustainable Performance -> Market Volatility	0.072	0.04	1.803	0.071	Unsupported

shows that social media marketing indirectly influences market volatility through sustainable performance (β = 0.067, t = 2.032, p = 0.042), supporting H8. Similarly, content marketing indirectly affects market volatility via sustainable performance (β = 0.129, t = 2.708, p = 0.007), supporting H9. However, despite a positive path coefficient, email marketing’s indirect effect on market volatility through sustainable performance (β = 0.072, t = 1.803, p = 0.071) was not statistically significant, leading to the conclusion that H10 is not supported in this study. These findings suggest that while social media marketing and content marketing significantly influence market volatility through their impact on sustainable performance, email marketing does not show a statistically significant indirect effect on market volatility through sustainable performance in this study.

6. Discussion

This study explored the relationship between digital marketing strategies and market volatility, emphasizing the role of sustainable performance as a mediator. The findings illustrate that content and social media marketing significantly enhance sustainable performance, mitigating market volatility. Specifically, content marketing was found to have a direct positive effect on sustainable performance, while exerting an indirect influence on market volatility. This finding demonstrated that content marketing enhances long-term brand value and performance in emerging markets. This suggests that content marketing can be a powerful tool in promoting sustainable business practices and helping stabilize markets within Jordan’s volatile economic environment. Similarly, social media marketing demonstrated direct and positive effects on sustainable performance, reinforcing social media’s potential for market stabilization. Social media improves market responsiveness and promotes organizational agility, particularly in SME environments. However, email marketing emerged as an exception, with no significant direct impact on market volatility. Personalized email systems can significantly influence market responses in digitally mature sectors. The difference may reflect limited personalization or customer engagement strategies among Jordanian SMEs, though it did affect sustainable performance. This indicates that while email marketing contributes to sustainability efforts, its impact on market dynamics is less direct than other digital marketing strategies. Several contextual conditions can explain the absence of a clear direct impact of email marketing on market volatility. First, email communication in the Jordanian SMEs may not be as personalized or real-time as other digital media like social media, which restricts its immediate effect on customer behavior and market feedback. Second, bombarding the customer with promotional emails could have caused them to become desensitized to the relevance of the messages, driving down the rate at which they react. This so-called “email fatigue” can significantly diminish the strategic effects of email campaigns on the market structure. Third, for specific industries, email marketing does not serve proactive branding or customer interaction; email advertisements and marketing are still mainly used for consumer-level transactions, which may not easily increase market fluctuations. Subsequent research may also explore whether more focused, automated, or loyalty-integrated email strategies might increase effectiveness in risky markets. The results underscore the importance of content and social media marketing in driving sustainable practices that contribute to a more stable market environment. Conversely, while beneficial for enhancing sustainable performance, email marketing does not directly influence market volatility, suggesting the need for higher-order or contingent mediation effects in its role in the overall market environment. This aligns with previous research indicating that sustainable performance mediates the relationship between digital marketing tactics and market outcomes in competitive markets. Sustainability practices reduce organizational vulnerability to external shocks. In addition, the results confirm the mediating role of business resilience in linking digital logistics strategies to competitive advantage. Resilience is a strategic resource that enables firms to maintain a competitive advantage in dynamic markets. These findings significantly impact digital marketers navigating volatile environments, particularly in Jordan. The findings highlight the unique challenges and opportunities the Jordanian SMEs face in applying digital logistics strategies. The case underscores how both digital capabilities and local market dynamics shape resilience. They suggest that businesses focus on content and social media marketing strategies, which directly contribute to sustainable performance and market stability. In contrast, email marketing may play a more complementary role, serving as a supportive tool for sustainability without directly influencing market dynamics.

6.1. Practical Implications

The results of this study offer several practical insights for improving digital marketing strategies in Jordanian businesses to handle market volatility better and drive sustainable performance. Since sustainable performance reduces market volatility, companies should prioritize content and social media marketing in their strategic planning. These strategies can help build consumer trust, communicate a brand’s commitment to sustainability, and foster stable market conditions. While email marketing plays a role in sustainability efforts, its impact on market conditions is unclear, indicating that businesses should consider integrating it with other digital marketing efforts to maximize its effectiveness.

Furthermore, businesses must recognize the importance of integrating sustainability into their marketing strategies, particularly as market volatility rises. Companies prioritizing sustainable marketing practices are better positioned to weather market disruptions and build long-term resilience. This is particularly relevant for SMEs in Jordan, where digital marketing strategies can drive sustainable competitiveness and contribute to economic recovery.

6.2. Limitations and Avenues for Future Research

While this study provides valuable insights into the relationship among digital marketing strategies, sustainable performance, and market volatility, several limitations warrant consideration. The theoretical framework primarily focuses on the role of content and social media marketing in market volatility through sustainable growth within the ICT sector in Jordan. However, the model could be further enriched by incorporating additional mediators such as customer satisfaction, brand equity, or e-loyalty. This may provide a more comprehensive understanding of how digital marketing affects market stability. Additionally, this study is confined to the Jordanian business sector, particularly SMEs, which limits the generalizability of the findings beyond this specific scenario. Future research could extend the analysis to other sectors and countries, providing a more global perspective on the role of digital marketing in market volatility. Furthermore, the sample size used in this study was relatively small, which may have limited the power of the statistical analysis. Future studies with larger sample sizes could increase the robustness and generalizability of the findings.

Another avenue for future research involves exploring the impact of e-commerce strategies on SMEs, particularly how adopting e-commerce platforms can enhance marketing performance by improving customer engagement and operational efficiency. Investigating how SMEs that have not yet adopted digital marketing technologies can benefit from these platforms would offer valuable insights into strategies for sustainable competitiveness. This study is also geographically limited to Jordan and the specific economic, regulatory, and infrastructure conditions. Although this provides interesting insights on how SMEs in emerging economies react to digital transformation and market volatility, the findings are also difficult to generalize to other regions. The findings may not readily generalize to advanced economies or other emerging markets with differing institutional attributes. Potential studies could be conducted in other developing regions like Southeast Asia, Sub-Saharan Africa, or the MENA region to confirm and expand upon the results. Furthermore, comparative cross-country research could assist in revealing generic resilience mechanisms that differ from a country’s digital logistics approach. This would provide broader theoretical generalizability and more robust implications for international business and supply chain strategy policy.

7. Conclusions

This study contributes to the literature by highlighting the significant role of digital marketing strategies, particularly content and social media marketing, in influencing market volatility through their impact on sustainable performance. The findings underscore the importance of businesses, particularly in volatile markets like Jordan, prioritizing sustainable marketing strategies that enhance business resilience and competitive advantage. While email marketing is beneficial for promoting sustainability, it does not directly impact market volatility, highlighting the need for a more integrated approach to digital marketing. This research enhances understanding of how digital technologies and sustainable performance can foster market stability and drive business success in uncertain economic environments.

8. Recommendations

To better manage market volatility and promote sustainable performance in Jordan, businesses should adopt a flexible digital marketing strategy that can respond to market fluctuations. Implementing agile methodologies and leveraging social data for real-time decision-making can significantly enhance the effectiveness of digital marketing efforts. Companies should invest in sophisticated data management systems and tracking mechanisms to stay ahead of market trends, enhancing their sustainability and market positioning. The focus should be on sustainability as a core element of marketing strategies, which will stabilize market conditions and contribute to long-term business growth in an increasingly competitive landscape.