This study aims to investigate the impact of shared digital platforms capability on digital absorptive capacity in small and medium-sized enterprises (SMEs) operating in the food industry, while examining the moderating role of adaptability to change. In recent years, the rapid advancement of digital technologies and the emergence of online platforms have fundamentally transformed traditional business models, compelling organizations to develop new capabilities, particularly in the acquisition, assimilation, and exploitation of external knowledge. In this context, digital absorptive capacity, as a critical organizational capability, plays a vital role in identifying, integrating, and effectively utilizing external knowledge and environmental information. Despite the growing importance of digital transformation and its contribution to the development of organizational capabilities, previous studies have primarily focused on the direct effects of digital technologies on absorptive capacity, paying limited attention to organizational factors that influence the strength of this relationship. Therefore, the absence of an integrated model examining the moderating role of adaptability to change in the relationship between shared digital platforms and digital absorptive capacity represents the primary research gap addressed in this study. The novelty of this research lies in simultaneously examining these constructs and explaining how adaptability to change strengthens the impact of digital platforms on digital absorptive capacity.

This study employs a descriptive-survey research design and is applied in terms of purpose. The statistical population consists of managers of companies operating in the food industry sector on the Digikala platform in Iran in 2025. According to reports published by this platform, 419 companies are active in this sector. Digikala was selected as the research context due to its position as one of Iran’s leading e-commerce platforms and its characteristics as a shared digital platform. In addition to facilitating product sales, this platform provides opportunities for interaction between sellers and customers, access to market information, collection of consumer feedback, and the generation of knowledge related to customer behavior. Based on Cochran’s formula, a sample size of 200 companies was determined, and simple random sampling was employed. Data were collected through a standardized questionnaire based on a five-point Likert scale, which was distributed online among managers of the selected companies. The validity, reliability, and research hypotheses were assessed using SPSS and SmartPLS software.

The results of hypothesis testing indicate that shared digital platforms capability have a positive and significant effect on the digital absorptive capacity of small and medium-sized enterprises. The path coefficient for this relationship was estimated at 0.381, demonstrating the influential role of digital platforms in enhancing organizations’ ability to acquire, assimilate, and exploit external knowledge. This finding suggests that participation in digital platforms extends beyond establishing a sales channel; rather, it enables continuous access to market intelligence, customer data, consumer feedback, and competitive knowledge, thereby strengthening organizational learning and innovation capabilities. Furthermore, the findings reveal that adaptability to change positively and significantly moderates the relationship between shared digital platforms and digital absorptive capacity. The path coefficient of the moderating effect was estimated at 0.397, indicating that the extent to which firms benefit from opportunities created by digital platforms depends on their ability to adapt to technological and environmental changes.

The findings of this study are consistent with the theoretical literature on absorptive capacity, dynamic capabilities, and digital transformation, demonstrating that shared digital platforms capability can function as drivers for the development of organizational capabilities. However, the actual value creation potential of these platforms does not merely result from access to technology; rather, it depends on an organization’s ability to learn, adapt, and transform digital information into actionable knowledge. Accordingly, adaptability to change can be considered a key factor in converting digital opportunities into sustainable competitive advantage. From a managerial perspective, the findings suggest that managers of SMEs in the food industry should not perceive digital platforms merely as sales tools; instead, they should utilize the data and insights generated through these platforms to understand customers, improve products, optimize processes, and foster innovation. Moreover, investment in employees’ digital skills development, strengthening a change-oriented organizational culture, and establishing organizational learning mechanisms can enhance firms’ adaptability capabilities. Conversely, digital platform providers can facilitate more effective utilization of platform capabilities by developing advanced analytical tools and offering educational services. Considering limitations such as the focus on the food industry, the use of a quantitative approach, and the cross-sectional nature of the data, future research is encouraged to examine other industries, employ qualitative methodologies, and conduct longitudinal studies to provide deeper insights into the dynamic relationship among digital platforms, absorptive capacity, and organizational capabilities.