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Abstract
This study examines the interplay between Dynamic Managerial Capabilities (DMCs) and innovation performance in Iran’s industrial sector. We propose a novel framework that categorises managers based on three DMC components — managerial human capital, social capital, and cognitive capabilities — and investigates their combined effects on innovation. Using a sample of 344 managers, data were analysed through Structural Equation Modeling (SEM) and Analysis of Variance (ANOVA). Findings reveal that specific DMC profiles, particularly those that align with the firm’s strategic context, significantly enhance innovation outcomes. The results underscore the importance of tailored managerial development strategies in fostering innovation within dynamic and complex environments. This study contributes to the strategic management literature by offering practical insights for optimising organisational performance through the strategic configuration of managerial capabilities.
Published Version
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