Orchestrating Platform Ecosystem Capability for SME Monetisation
Evidence from Malaysia's Government-Led Social Commerce Intervention
Abd Razzif Abd Razak*, Siti Faizah Zainal, Siti Nurulaini Azmi, Nur Hafizah Roslan, Nur Syairah Ani — Universiti Pendidikan Sultan Idris (UPSI)
Artikel baharu berasaskan dataset rasmi AMTTSE, dibingkai semula sebagai kajian international business / platform ecosystem — bukan rewrite artikel JIBE. Format ikut template rasmi IJBS. Jadual & rajah diganti dari 1. Table and Figure JICT (2).docx. Data tambahan: pasaran social commerce Malaysia, TikTok Shop SEA, dan rujukan IJBS sebenar.
Structured Abstract
Purpose: This study examines how government-led orchestration of platform ecosystem capability enables SME monetisation within Malaysia's internationalising social commerce landscape.
Design/methodology/approach: Grounded in Resource-Based View, Dynamic Capabilities Theory and platform ecosystem scholarship, the research adopts a quantitative archival design analysing official Agromarketing Masterclass TikTok Shop Edition (AMTTSE) performance data from June to December 2024, encompassing 80 companies, 160 entrepreneurs and 425 stock-keeping units.
Findings: Participating firms generated RM6,205,957.06 in cumulative gross merchandise value with an estimated return on investment of 1:31. Livestream, profile-window and short-video channels accounted for 90.1% of total sales. Pearson correlations confirm that channel monetisation, orders and product movement are strongly associated with monthly sales (r ≥ .930, p < .01), while content volume alone is not significant.
Originality / theoretical contribution: The study reframes a public-sector intervention as an international business inquiry into orchestrated platform capability rather than programme evaluation. It extends RBV and dynamic capabilities by conceptualising livestream orchestration, content complementarities and shop-window integration as interdependent ecosystem capabilities.
Practical implications: Policymakers and SME leaders should coordinate complementary platform capabilities, ecosystem governance and sustained capability building to convert social commerce training into durable market access — especially in emerging Southeast Asian platform economies.
Keywords: platform ecosystem; strategic digital capability; social commerce; SME performance; dynamic capabilities; government intervention; Malaysia
Expanded Market & Policy Context
Additional secondary data that situates AMTTSE within Malaysia’s digital economy and the global social commerce boom (2024–2026).
Social commerce is no longer a peripheral retail channel. Southeast Asia’s e-commerce GMV expanded rapidly into 2025, with Thailand and Malaysia among the fastest-growing markets. TikTok Shop’s regional share rose sharply (approx. USD 22.6B in 2024 to USD 45.6B in 2025), while Malaysia’s social commerce market has been estimated around USD 1.3–1.73 billion, propelled by live selling and shoppertainment.
TikTok Shop Malaysia has reported milestones such as 100 million daily product searches and triple-digit year-on-year lifts during major campaign windows (e.g. 6.6, Ramadan/Raya). These platform-level dynamics matter because AMTTSE is not merely a training course: it is a government-orchestrated entry point into a competitive platform ecosystem where algorithmic discovery, live conversion and fulfilment reliability determine monetisation.
Why this context strengthens the IJBS positioning: International Journal of Business and Society readers expect international relevance, institutional explanation and theory-driven contribution. By locating AMTTSE inside the platform economy and Malaysia’s MyDIGITAL / SME digitalisation agenda, the manuscript moves beyond domestic programme evaluation toward a transferable model of public-sector platform orchestration for emerging-economy SMEs.
Theoretical Framework & Hypotheses
Platform Ecosystem Capability (PEC) integrates RBV, Dynamic Capabilities and platform orchestration theory.
Platform Ecosystem Capability (PEC) is defined here as the firm’s ability — enabled by orchestrated training, marketplace access and monitoring — to activate complementary social commerce mechanisms (livestream conversion, short-video demand generation, profile-window capture and shop-tab discovery) and convert them into monetised outcomes.
Mandatory engagement with prior International Journal of Business and Society scholarship:
- Ammeran & Latip (2024) — digital strategy, technical and managerial capability in Malaysian SME digital transformation (research gap: monetisation mechanisms).
- Wibawa et al. (2022) — social media utilisation and marketing performance among Indonesian SMEs (theory support).
- Islam et al. (2023) — SME digital/green transition comparison (discussion).
- Sujatha & Karthikeyan (2021) / related IJBS e-commerce adoption work — emerging-economy SME digitalisation antecedents.
Multi-channel monetisation (live, short video, window, shop tab) is positively associated with cumulative SME GMV.
Orders and products sold are positively associated with monthly sales performance.
Monetised engagement indicators predict sales more strongly than content volume alone.
Programme-level success coexists with skewed seller-level GMV, requiring tiered ecosystem governance.
Methodology
Philosophy & design: Post-positivist quantitative archival design using official AMTTSE administrative records (Projek Perintis Report, December 2024). Descriptive analysis at firm/channel level; Pearson correlation at monthly programme level (n = 7 months: June–December 2024).
Sample: Census of enrolled participants — 80 companies, 160 entrepreneurs, 425 SKUs, 14 states. Seller GMV sheet + Summary channel/content/order indicators. May 2024 treated as baseline and excluded from main correlation window.
Variables: Dependent = total monthly sales (GMV, RM). Independents = livestream sales, short-video sales, profile/window sales, shop-tab sales, content volumes, products sold, products for sale, orders.
Validity / ethics: Administrative authenticity via official FAMA reporting; verification of totals and period alignment; programme-level associations only (no seller-level causal claims). Ethics: secondary official data; no personal survey collection.
Results — Full Tables
Updated tables from Document 3 (JICT) plus programme analytics from the official performance dataset.
Table 1. Distribution of Participating Companies by State
Geographic participation is heavily concentrated in Selangor (41.3%), followed by Perak and Kelantan (10% each). This spatial pattern reflects digital infrastructure and market density advantages — a critical insight for scaling platform interventions beyond the Klang Valley.
| No. | State | Companies (n) | Share (%) |
|---|---|---|---|
| 1 | Perlis | 1 | 1.3 |
| 2 | Kedah | 3 | 3.8 |
| 3 | Penang | 2 | 2.5 |
| 4 | Perak | 8 | 10.0 |
| 5 | Kuala Lumpur | 6 | 7.5 |
| 6 | Selangor | 33 | 41.3 |
| 7 | Negeri Sembilan | 5 | 6.3 |
| 8 | Melaka | 1 | 1.3 |
| 9 | Johor | 4 | 5.0 |
| 10 | Pahang | 3 | 3.8 |
| 11 | Kelantan | 8 | 10.0 |
| 12 | Terengganu | 4 | 5.0 |
| 13 | Sabah | 1 | 1.3 |
| 14 | Sarawak | 1 | 1.3 |
| Total | 80 | 100.0 | |
Source: FAMA TikTok Shop Performance Report (2024) — Document 3 / JICT tables.
Table 2. Summary of AMTTSE Performance Report
Programme scale is substantial: 160 entrepreneurs, 425 SKUs, two training cohorts, and 13 PWD-owned firms. Cumulative GMV of RM6.21 million and ROI ≈ 1:31 demonstrate that orchestrated social commerce can generate measurable economic returns for public digitalisation programmes.
| No. | Item | Description / Value |
|---|---|---|
| 1 | Number of Companies | 80 |
| 2 | Number of Participants | 160 |
| 3 | Training Courses Conducted | 2 |
| 4 | Fresh Product Companies | 11 |
| 5 | Processed Product Companies | 69 |
| 6 | Total SKUs Marketed | 425 |
| 7 | PWD-Owned Companies | 13 |
| 8 | 2-hour Live Sales (June 2024) | RM12,657.15 |
| 9 | 2-hour Live Sales (July 2024) | RM4,274.31 |
| 10 | Total Sales December 2024 | RM1,705,942.05 |
| 11 | Cumulative Sales (Jun–Dec 2024) | RM6,205,957.06 |
| 12 | Return on Investment (ROI) | 1:31 — every RM1 → ~RM31 economic return |
Source: FAMA TikTok Shop Performance Report (2024).
Table 3. Sales Value by Sales Channel (JICT Document 3)
Livestream (33.9%), profile-window (30.1%) and short-video (26.1%) jointly dominate. Shop-tab browsing alone contributes only 9.9% — reinforcing that platform ecosystem capability is conversion- and content-led, not catalogue-led.
| Channel | Description | Sales (RM) | Share (%) |
|---|---|---|---|
| Livestream | Live-stream sessions by FAMA entrepreneurs | 2,105,670.00 | 33.9 |
| Window (Profile) | Purchases via TikTok Shop profile window | 1,875,034.00 | 30.1 |
| Short Video | Short-video content driving visibility & conversion | 1,621,255.00 | 26.1 |
| Others (Shop Tab) | General Shop Tab browsing | 603,998.06 | 9.9 |
| Total | 6,205,957.06 | 100.0 | |
Source: FAMA TikTok Shop Performance Report (2024) — Document 3 channel table.
Table 4. Monthly Programme Performance (June–December 2024)
Monthly GMV rose from RM497.8k to RM1.71M (+242.7%). Orders rose from 3,271 to 14,571. Capability accumulation is visible: later months show simultaneous growth in livestream and short-video monetisation.
| Month | Total Sales (RM) | Livestream (RM) | Short Video (RM) | Products Sold | Orders |
|---|---|---|---|---|---|
| June | 497,762.95 | 194,759.55 | 180,940.23 | 21,280 | 3,271 |
| July | 507,967.92 | 174,190.65 | 193,101.29 | 22,298 | 3,381 |
| August | 728,225.46 | 259,453.12 | 300,783.08 | 34,583 | 4,645 |
| September | 692,259.02 | 263,009.12 | 263,940.70 | 25,617 | 7,159 |
| October | 814,482.14 | 323,530.03 | 317,551.16 | 32,334 | 6,164 |
| November | 1,259,317.52 | 402,162.25 | 638,313.61 | 37,804 | 10,194 |
| December | 1,705,942.05 | 582,847.27 | 871,599.37 | 45,192 | 14,571 |
Source: Projek Perintis Report (December 2024), Summary sheet.
Interactive Performance Charts
Visual analytics of monthly GMV, channel mix and top-seller concentration — same primary dataset as Tables 3–5.
Monthly GMV trajectory (Jun–Dec 2024)
Total sales rose from RM497.8k to RM1.71M (+242.7%), indicating progressive monetisation capability.
Livestream vs short-video sales
Both channels scale together; short-video monetisation accelerates sharply from November.
Channel share of total GMV
Document 3 (JICT): livestream 33.9%, profile-window 30.1%, short video 26.1%, shop-tab 9.9%.
Orders & products sold
Orders 3,271 → 14,571; products sold 21,280 → 45,192 — conversion intensity supports H2.
Top 10 sellers by GMV (December extract)
Skewed distribution supports H4; Dapur Pak Amir (PWD) ranks 5th — inclusive capability outcome.
Table 5. Top Ten Sellers by GMV (December reporting)
Performance is skewed: the top two shops alone account for over RM1.22M. Inclusive outcomes remain visible — Dapur Pak Amir (PWD) ranks #5. H4 is supported: ecosystem success coexists with capability heterogeneity.
| Rank | Shop Name | Batch | SOF | OKU | GMV (RM) |
|---|---|---|---|---|---|
| 1 | CHEF USTAZAH HQ | Batch 2 | N | No | 689,517.94 |
| 2 | kerepek azharfood | Batch 1 | N | No | 533,945.85 |
| 3 | Munif Cocoa@ Koko Spread Sedap | Batch 1 | N | No | 173,804.07 |
| 4 | DASTO HQ | Batch 2 | N | No | 107,254.26 |
| 5 | Dapur Pak Amir | Batch 1 | N | Yes | 39,562.30 |
| 6 | Baja Taiping | Batch 2 | N | No | 37,368.97 |
| 7 | Ayamhalalbismi | Batch 1 | Y | No | 20,120.58 |
| 8 | RIZQ MART | Batch 1 | Y | Yes | 15,701.73 |
| 9 | Corndog Anak Ramai HQ | Batch 2 | Y | No | 10,396.60 |
| 10 | agromasmalaysia | Batch 1 | N | No | 9,817.92 |
Source: Projek Perintis Report (December 2024), Seller GMV sheet. SOF = soft launch flag; OKU = person with disabilities ownership.
Table 6. Pearson Correlation with Total Monthly Sales (n = 7)
H2 and H3 are strongly supported: monetised channels and conversion indicators dominate. Content volume is non-significant — quality and conversion capability matter more than upload quantity. Products listed (assortment size) show near-zero correlation.
| Indicator | Pearson r | p-value | Sig. |
|---|---|---|---|
| Livestream sales (RM) | 0.989 | <.0001 | ** |
| Short-video sales (RM) | 0.997 | <.0001 | ** |
| Profile/window sales (RM) | 0.971 | 0.0003 | ** |
| Other/shop-tab sales (RM) | 0.972 | 0.0002 | ** |
| Live-stream content volume | 0.720 | 0.0683 | ns |
| Short-video content volume | 0.414 | 0.3556 | ns |
| Total content volume | 0.538 | 0.2133 | ns |
| Products sold | 0.930 | 0.0024 | ** |
| Products for sale | −0.011 | 0.9807 | ns |
| Orders | 0.977 | 0.0002 | ** |
** p < .01; ns = not significant. Author’s calculation from Projek Perintis Report (December 2024).
Figures
Captions matched exactly to Document 3 — 1. Table and Figure JICT (2).docx. Each figure is discussed as ecosystem evidence.
Academic reading: Institutional keynote signals public commitment and reduces legitimacy risk for platform commerce among traditional agropreneurs — core orchestration evidence for platform ecosystem capability.
Academic reading: Multi-stakeholder co-presence (FAMA leadership + TikTok Shop Malaysia) densifies the ecosystem network and documents public–platform partnership governance.
Academic reading: Live conversion work under competitive conditions illustrates dynamic capability in action; high cumulative GMV exemplifies monetised social commerce execution.
Academic reading: Peer visibility and ceremonial recognition function as socially complex resources that support community learning beyond individual training modules.
Academic reading: Inclusive championship outcome links PWD ownership with top-tier competitive performance, aligning with Table 5 (Dapur Pak Amir rank #5 GMV extract).
Discussion & Contributions
Theoretical contribution. The findings extend RBV and Dynamic Capabilities by showing that SME social commerce performance depends on orchestrated platform ecosystem capability — complementary monetisation channels plus conversion routines — rather than digital adoption alone. This responds to Ammeran and Latip’s (2024) call for deeper organisational capability analysis while moving the unit of explanation from “technology use” to “monetised ecosystem execution”.
Managerial contribution. SMEs and TikTok Shop sellers should invest in live conversion scripts, short-video demand generation, profile-window merchandising and order fulfilment reliability as a portfolio. Content volume without conversion design is insufficient. Platform providers and mentors should prioritise analytics-based coaching over generic “go live” training.
Policy contribution. For FAMA and digital economy agencies, AMTTSE demonstrates that public–platform partnerships can produce high ROI when training, marketplace activation, competitive events and monitoring are integrated. Scale-up should address regional concentration (Table 1) and seller heterogeneity (Table 5) through tiered mentorship, post-masterclass clinics and seller-level KPI dashboards.
International relevance. The model is transferable to emerging economies where governments partner with platform firms to accelerate SME digital market access — comparable to Indonesia’s social media SME performance dynamics (Wibawa et al., 2022) and broader SEA social commerce expansion.
Download Report
Manuskrip penuh IJBS dalam format laporan sahaja.