University of Bradford School of Management, Bradford, United Kingdom.
* Corresponding Author
World Journal of Advanced Research and Reviews, 2026, 31(02), 730–739
Article DOI: 10.30574/wjarr.2026.31.3.2367
Received on 27 August 2026; revised on 10 September 2026; accepted on 12 September 2026
Digital transformation is reshaping strategic marketing practice, yet little is known about how digital marketing maturity develops within small and medium-sized enterprises (SMEs) once initial adoption has occurred. This study addresses this gap by tracking digital marketing maturity across four consecutive quarters (Q3–Q6) in a sample of 100 UK SMEs spanning six industry sectors and three business-model categories. Guided by an integrated theoretical framework combining the Technology-Organisation-Environment (TOE) framework, Dynamic Capabilities Theory, and the Digital Awareness Strategy Adoption and Transformation (DASAT) model, a quantitative cross-sectional survey was analysed in SPSS 28.0 using descriptive statistics, paired-samples t-tests, chi-square tests, Spearman correlation, one-way ANOVA, and multiple linear regression. Mean maturity rose significantly across every interval (p < .001), from M = 4.12 (Q3) to M = 5.23 (Q6), a 27.0% improvement. E-commerce migration was the strongest predictor of progression (β = .356, p < .001; adopters were 2.08 times more likely to advance two or more maturity levels), while a significant negative coefficient for baseline maturity (β = -.314, p = .002) revealed a ceiling effect in which lower-maturity organisations retained greater absolute growth potential. Organisational size, industry sector, and business model showed no significant influence, indicating that the determinants of successful digital integration are predominantly behavioural and strategic rather than structural. These findings empirically validate the DASAT model in a UK context, extend the TOE framework beyond first-adoption decisions, and operationalise Dynamic Capabilities Theory within an SME marketing setting. The paper concludes with recommendations for SME managers and policymakers centred on e-commerce investment, maturity-differentiated support, and leadership-led cultural change.
Digital Marketing Maturity; SME Digitalisation; E-Commerce Migration; TOE Framework; Dynamic Capabilities; DASAT Model; UK SMEs
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Anene Odichukwumma Veronica. E-COMMERCE AS THE GREAT LEVELLER: A LONGITUDINAL ANALYSIS OF DIGITAL MARKETING MATURITY PROGRESSION AMONG UK SMES. World Journal of Advanced Research and Reviews, 2026, 31(03), 730–739. Article DOI: https://doi.org/10.30574/wjarr.2026.31.3.2367