This study examines how dynamic capabilities (DC) translate into organisational performance (OP) through parallel mediating roles of organisational agility (OA) and organisational resilience (OR) in Indian multi-sector organisations.
Cross-sectional survey data were collected from 184 managers across seven sectors in India. PLS-SEM was conducted using SmartPLS 4.0 with 5,000 bootstrap subsamples to test six hypotheses and the direct DC→OP path.
All six hypotheses were supported. DC predicted OA (β = 0.779) and OR (β = 0.822); OA (β = 0.596) and OR (β = 0.640) significantly predicted OP. Although the direct DC→OP relationship became negative after including both mediators, the overall indirect effect remained strongly positive, confirming that dynamic capabilities enhance organisational performance through agility and resilience pathways.
Cross-sectional design and single-country scope limit causal inference. Longitudinal and multi-country studies are recommended.
DC investment should simultaneously build agility and resilience, with crisis preparedness embedded as a core organisational priority.
Organisations developing dynamic capabilities contribute to societal resilience by sustaining employment and service continuity during disruptions.
At the policy level, government agencies and industry bodies should introduce digital capability-development programs for small and medium-sized enterprises, focusing on crisis preparedness, AI-enabled market sensing, and adaptive operational planning to strengthen resilience across emerging-economy business ecosystems.
