The Influence of Digital Transformation and Merger Integration on Customer Loyalty through Ecosystem Synergy
(Empirical Validation of the DEMC Framework in GoTo Group)
DOI:
https://doi.org/10.58192/profit.v4i4.5040Keywords:
Digital Transformation, Dynamic Capabilities Theory, Ecosystem Synergy, Customer Loyalty, Merger IntegrationAbstract
The consolidation of digital-native platform ecosystems presents governance challenges that remain insufficiently explained by traditional organizational change models, particularly regarding how post-merger integration influences customer loyalty. This study proposes and empirically tests the Digital Ecosystem Merger Change (DEMC) Framework to analyze the relationships among Digital Transformation, Merger Integration, Ecosystem Synergy, and Customer Loyalty within the post-merger GoTo Group in Indonesia. Data were collected from 286 active customers using the Digital Ecosystem Merger Audit-Empirical (DEMC-AE) instrument and analyzed through Partial Least Squares Structural Equation Modeling (PLS-SEM). The results indicate that Merger Integration exerts a stronger influence on Ecosystem Synergy than Digital Transformation. Ecosystem Synergy fully mediates the relationship between Digital Transformation and Customer Loyalty and partially mediates the relationship between Merger Integration and Customer Loyalty. These findings suggest that customer loyalty is more likely to improve when structural integration is accompanied by more connected service experiences. Theoretically, this study provides preliminary empirical evidence supporting the relevance of Dynamic Capabilities Theory in explaining the governance of post-merger multi-platform ecosystems within super-app contexts in emerging markets. Practically, the findings highlight the importance of strengthening internal integration and cross-service synergy before reducing reliance on customer incentives as a retention strategy.
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