Dynamics capabilities 5.0 toward inner business resiliency: A conceptual and evaluation panacea

• DC-5.0 framework: Guides auto spare parts practitioners in adopting key DC-5.0 factors to boost resilience and sustainability. • MCDM analysis: Evaluates the impact of DC-5.0 factors on resilience in real-world auto spare parts companies. • Expert insights: Focus groups identified vital factors supporting the transition to DC-5.0 for business resilience. • Top priorities: Collaborative ecosystems ranked highest, followed by technology-driven resilience and digital readiness, with smart sustainability practices being the least prioritized. This study proposes a framework and models for inner resilience by integrating dynamic capabilities (DCs) with Industry 5.0 (I5.0) technologies to develop DCs using I5.0 (DC-5.0). The aim is to guide practitioners, especially in the auto spare parts supply chain, to embrace DC-5.0 and improve inner resilience and sustainability. A multiple case study methodology was adopted to validate the literature and GEN-AI outcomes, conducting focus group sessions with 11 industry professionals. Two focus groups were held; the first validated the conceptual findings, while the second confirmed the viability of the practical application of results. Multi-criteria decision-making (MCDM) analysis was used to rank and prioritise the DC-5.0 factors, measuring their relative impact on three auto spare part companies in a real-world setting. Template analysis established the DC-5.0 factors for improving inner business resiliency (IBR) performance. MCDM prioritised collaborative ecosystems as the most critical DC-5.0 factor for driving business resiliency, followed by technologies-based supply chain resilience and digital readiness and preparedness as the third-most important factors. People-centric innovation and smart sustainable practices were considered the least essential DC-5.0 factors The research revealed the potency of all the factors in the three case study companies. However, there is relatively low integration of DC-5.0 in two case companies, which affects their inner resilience performance, highlighting the need for deploying DC-5.0 initiatives. This article extends the literature by proposing a comprehensive framework and original DC-5.0 empirical models that facilitate understanding of how DC-5.0 contributes positively to inner resilience performance and supports practitioners in making strategic supply chain decisions.