Small and medium–sized enterprises (SMEs) face increasing challenges due to rapid environmental turbulence, demanding higher levels of agility and strategic adaptability to survive and grow. This study aims to investigate how dynamic capabilities for sensing, learning, integrating, and coordinating are developed and utilized by SMEs to formulate sustainable strategies under volatile environmental conditions. A scientometric and bibliometric analysis was conducted using 122 peer-reviewed articles published between 2015-2024, retrieved from the Scopus database. Analytical tools such as VOSviewer and Biblioshiny were employed for performance analysis, co-citation analysis, keyword co-occurrence analysis, and thematic evolution analysis. The results reveal that dynamic capabilities significantly contribute to SMEs’ ability to navigate and manage environmental turbulence. Five thematic clusters were identified: resource orchestration, innovation management, resilience building, environmental adaptation, and strategic entrepreneurship. An observable shift was found from themes of environmental pressure to sustainability and digital transformation. These findings indicate that the role of dynamic capabilities is not only limited to adaptive survival mechanisms but also extends to proactive strategy formulation and innovation. Moreover, the bibliometric analysis highlights how SMEs have evolved in their strategic responses by increasingly aligning internal processes with external sustainability demands. The use of science mapping techniques has further revealed intellectual structures and emerging knowledge clusters that shape the theoretical landscape of SME sustainability. Strengthening dynamic capabilities is vital for SMEs aiming for long-term sustainability. Strategic orientation serves as a key mediator that enhances the impact of dynamic capabilities. This study contributes theoretically by mapping the intellectual structure of the field and practically by offering insights for SME managers and policymakers to foster resilience and sustainable growth. The implications of this research underscore the importance of integrating capability development and strategic orientation as a foundation for navigating environmental turbulence effectively. In addition, this study fills a critical gap by providing empirical and thematic clarity in an underexplored area, especially within the context of SMEs in emerging economies. The insights gained may guide future research in designing contextual strategies for long-term business viability.
Prapanca et al. (Mon,) studied this question.