<![CDATA[Purpose – The article asks what part Digital Cultural Capability plays between three strategic resources – Information Technology, Digital Marketing and Local Wisdom – and the performance of fashion enterprises whose products remain culturally rooted. Design/methodology/approach – A one-shot survey reached 285 owner-managers of fashion enterprises spread over seven regions of West Java, Indonesia. Estimation of the proposed model relied on variance-based structural equation modelling, run in SmartPLS 4.1.x and supported by 5,000 bootstrap resamples. Findings – Digital Cultural Capability is raised by Local Wisdom (β = 0.667, p < 0.001) and by Digital Marketing (β = 0.284, p < 0.001), yet not by Information Technology (β = 0.009, p = 0.882). The capability itself improves performance (β = 0.390, p < 0.001) and relays the effect of Local Wisdom (β = 0.127, p < 0.001) as well as that of Digital Marketing (β = 0.054, p = 0.023), whereas the parallel route from Information Technology stays insignificant (β = 0.002, p = 0.931). Ten hypotheses were posed and seven survived testing. Practical implications – Owners are advised to read technology as an entry requirement rather than a source of advantage in itself, and to invest instead in the organisational capacity that turns cultural assets into digital value propositions. Originality/value – Digital Cultural Capability is introduced and empirically corroborated as a fresh capability construct grounded in Dynamic Capabilities Theory. Digital transformation in culturally rooted enterprises, on this evidence, depends far less on acquiring technology than on the ability to blend digital initiatives with cultural resources.]]>
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