Unpacking the drivers of innovation performance: The interplay between managerial, relational, technological, and learning capabilities with innovation strategy

In this paper, the effect of managerial, relational, technological, and learning capabilities on innovation performance is analyzed with a focus on the mediating function of innovation strategy. Leveraging the resource-based view (RBV), dynamic capabilities theory, and absorptive capacity theory, the research deepens our understanding of how companies can use internal and external strengths to advance innovation results (Chen Gama & Magistretti, 2025). According to a quantitative design, the research draws on survey data from 208 Growth Enterprise Market (GEM)-listed high-tech small and medium-sized enterprises (SMEs) in China, analyzed with partial least squares structural equation modeling (PLS-SEM) in SmartPLS 4.0. The results indicate that the four organizational capabilities all have positive effects on innovation performance, while innovation strategy plays a vital mediating role, converting these capabilities to innovation outcomes. These findings emphasize the necessity for integrating managerial, technological, relational, and learning dimensions with a formal innovation strategy to achieve sustainable innovation success. The study provides practical implications for business executives and policymakers by emphasizing the necessity of capability development, strategic intent, and well-defined innovation management in changing market conditions.