Dynamic capabilities contribution to organizational performance: the mediator role of business continuity ordinary capabilities

This study advances the understanding of Dynamic and Ordinary Capabilities contributions to Organizational Performance (OP). It nurtures the debate over Organizational Dynamic and Ordinary Capabilities interaction and contribution to firms’ capacity to thrive, prosper, and maintain value propositions under uncertainty. Drawing on multi-sectoral primary and secondary data from 190 Colombian companies and employing PLS-SEM methodology, with Return on Assets (ROA) and Operating Return on Assets (OROA) as indicators of organizational performance, the results reveal a positive correlation between Sustainability and Resilience Dynamic Capabilities and OP, while showing a negative relationship with Business Continuity Ordinary Capabilities. Additionally, the study analyses Business Continuity Ordinary Capabilities mediator effect on Dynamic Capabilities contribution to OP. Findings exhibit a competitive mediating effect for Organizational Resilience Dynamic Capabilities, while there is no mediation effect for Organizational Sustainability Dynamic Capabilities. The study advances the discussion on the contribution of Dynamic Capabilities to OP, particularly under uncertainty. It encourages practitioners to focus on developing these capabilities and suggests future research directions, including exploring this phenomenon in other emerging economies, conducting longitudinal studies with expanded data, validating the constructs used, and analyzing the behavior of specific sectors.