PLATFORM-ENABLED COMPETITIVENESS: DEVELOPING B2B PROFESSIONAL SERVICES EXPORTS IN EMERGING MARKETS THROUGH DIGITAL MARKETING CAPABILITIES

Abstract

Purpose – This study aims to explain how business-to-business (B2B) professional service providers in emerging markets develop service exports through digital platforms and how this process supports capability upgrading and location competitiveness under institutional and resource constraints. Design/methodology/approach – Using classical grounded theory, the authors conducted 37 semi-structured interviews with professional service firm managers, freelancers and platform/industry experts across emerging and developed markets. Data were analysed iteratively through open, selective and theoretical coding using constant comparison to build a process model. Findings – The study identifies a dynamic export development cycle comprising three reinforcing mechanisms: platform-driven leap (platform-enabled market intelligence and innovation for opportunity discovery), digital credibility enhancement (platform-based legitimacy signalling and improved digital customer experience) and digital adaptation stability (localization and digital risk governance to sustain cross-border delivery). Together, these mechanisms show how platforms function as low-cost export infrastructure, reducing institutional frictions and enabling resource-constrained actors to compete in international B2B service markets. Originality/value – The study contributes a grounded, capability-based explanation of platform-enabled internationalization in B2B professional services and extends debates on competitiveness of locations by clarifying how digital capabilities and platform ecosystems can support service-export upgrading in emerging markets. The findings offer actionable implications for managers and policy actors seeking to strengthen platform readiness, digital skills and enabling payment/regulatory infrastructures.