Calling an audible: empirical support for the practicality of dynamic managerial capabilities

Purpose This study applies the framework of dynamic managerial capabilities to the field of strategic human resource management with the practical aim of aiding managers in guiding their organizations to sustainable competitive advantages. We test that dynamic managerial capabilities improve acquisition decision-making and drive effective deployment and performance outcomes. Design/methodology/approach This study uses a multivariate analysis of covariance to measure the impact that dynamic managerial capabilities have on strategic human resource decision-making as it relates to firm performance. To measure this, this study draws upon the unique context of college athletics, analyzing a data set consisting of 111 of the top college football programs in the United States. Findings The results of this study found a significant effect of dynamic managerial capabilities on the four outcome variables of recruitment, organizational performance, human resource deployment, and rapid human resource deployment. Specifically, results provide evidential support that firms with stronger dynamic managerial capabilities are associated with improved human resource decision making and positive performance outcomes. Originality/value Dynamic managerial capabilities is a relatively new and burgeoning field of study to understanding firm performance. Extant research has examined the impact of dynamic managerial capabilities on various organizational aspects such as strategy, marketing, or supply chain management. This current study sheds light on the critical yet overlooked effect that dynamic managerial capabilities have on the human resource decisions of the firm and demonstrates that firms acquire resources based on quality rather than current fit.