The paper aims to extend the resource-based view to dynamic capability view under dynamic environment, by investigating the effects of three strategic orientations (i.e., customer, competitor, and technology) on firm performance mediated through dynamic capabilities. A sample of 180 pharmaceutical firms of Pakistan was drawn using simple random sampling. Data was collected through a self-administrated questionnaire and analyzed using the variance-based structural equation modeling. The findings demonstrated that customer, competitor, and technology orientations have both a direct and indirect relationship with firm performance. The study offers Pakistani pharmaceutical firms a better comprehension of their strategic orientations and demonstrates how the alignment of strategic orientations with dynamic capabilities may result in better firm performance.

This study investigated the role of dynamic capability as a mediator between knowledge management practices(KMPs) and organizational performance. Smart-Pls was used to test the proposed hypotheses through structural equation modeling on gathered data of 400 SME organizations of Pakistan. The findings show that knowledge sharing behavior and absorptive capacity has a positive impact on dynamic capabilities and organizational performance. Innovative capacity has an insignificant impact on organizational performance, and knowledge-sharing behavior has an insignificant impact on organizational performance through dynamic capabilities. This study will be prospectively helpful for academics,policymakers, economists, and managers. This study enlightens the performance.