A Study on Developing Organizations Dynamic Capability and Employee Mental Health

Abstract

This study investigates the relationship between the development of organizational dynamic capabilities and employee mental health. Drawing upon a mixed-methods approach involving quantitative surveys and qualitative interviews, we explore how organizational practices influence the well-being of employees. Our findings reveal a significant positive correlation between the cultivation of dynamic capabilities—such as innovation, adaptability, and strategic orientation—and favorable mental health outcomes among employees. We identify key mediating factors, including organizational culture, leadership styles, and human resource strategies, which shape the impact of dynamic capabilities on employee well-being. Longitudinal analyses underscore the importance of sustained efforts over time in fostering both organizational resilience and employee mental health. Qualitative insights from interviews shed light on the lived experiences of employees, highlighting the importance of fostering a culture of trust, autonomy, and social support within organizations. Based on our findings; we offer practical recommendations for organizations seeking to enhance both dynamic capabilities and employee mental health, emphasizing the integration of targeted training programs, flexible work arrangements.