Managerial networking capability: a multidimensional framework from Iran’s public sector

Purpose This study aims to identify the dimensions and components of managerial networking capability in Iran’s public sector, developing a capability-focused framework grounded in dynamic capabilities theory that extends beyond behavioral conceptualizations dominant in Western literature. Design/methodology/approach Using an interpretive qualitative methodology, in-depth semi-structured interviews were conducted with 15 public sector managers (average 14.6 years managerial experience) selected through purposive and snowball sampling until theoretical saturation. Thematic analysis following Braun and Clarke’s (2006, 2019) six-stage protocol yielded a comprehensive capability framework. Trustworthiness was strengthened through member checking, peer debriefing, researcher reflexivity and intercoder agreement used to strengthen confirmability rather than assert objectivist reliability. Findings Analysis revealed a five-dimensional capability framework: network creation and development capability; relationship consolidation and sustainability capability; member support and protection capability; mutual value and benefit creation capability; and knowledge and opportunity flow management capability. These five interdependent dimensions encompass 16 sub-capabilities aggregated through routinization into organizational-level relational capacities. Originality/value This research makes four theoretical contributions: adopting a capability-focused perspective grounded in microfoundational logic that distinguishes organizational networking capacity from individual behaviors; introducing mutual value creation as a central organizing principle bridging stakeholder theory and dynamic capabilities literature; revealing culturally contingent dimensions (privacy maintenance and protective capabilities) that extend Western-derived frameworks to non-Western public administration contexts; and establishing systematic theoretical boundaries between networking capability and political skill. The framework enables dimension-specific training design, multidimensional capability assessment and evidence-based public sector HR policy reform.