Özmutlu, Saniye YıldırımArun, Korhan2023-04-202023-04-2020220368-492X1758-7883https://doi.org/10.1108/K-04-2022-0571https://hdl.handle.net/20.500.11776/10970Purpose This paper aims to understand better how strategic management (SM) affects organizational and operational performance by examining the mediating role of dynamic capabilities (DCs) in complex environments. Design/methodology/approach This study uses a survey of a sample of managers (n = 480) from each logistics firm and applies structural equation modeling to determine the relationships among variables. Findings The analyses identify SM directly and DCs as a mediator significant antecedent for the operational performance; further, environmental complexity shows an impact as a significant factor on both variables. Research limitations/implications One of the managerial implications is that acquiring-sensing the environment should be orchestrated to be effective. Originality/value Previous DC literature studied underdeveloped DCs in complex environments and ignored the manager's role as a connection between the environment and the firm. This paper contributes to the topic in three important ways: first, it clarifies the operational performance from the combination of the design of the DCs and the SM characteristics within the complex environment; second, the paper specifies that microfoundations of DCs are essential in the drive's differences in the performance of the firms; and third, it clarifies regarding the role of the complex external environment rather than dynamic ones.en10.1108/K-04-2022-0571info:eu-repo/semantics/closedAccessDynamic CapabilitiesSensitivity To EnvironmentStrategic ManagementEnvironmental ComplexityInner CapabilitiesManagers'CapabilitiesOperational PerformanceMicrofoundationsOrientationFirmFoundationsEnterprisesEvolutionSystemsArticleQ3WOS:0008469182000012-s2.0-85136863331Q2