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Purpose: This paper aims to understand better how strategic management (SM) affects organizational and operational performance by examining the mediating role of dynamic capabilities (DCs) in complex environments. Design/methodology/approach: This study uses a survey of a sample of managers (n = 480) from each logistics firm and applies structural equation modeling to determine the relationships among variables. Findings: The analyses identify SM directly and DCs as a mediator significant antecedent for the operational performance; further, environmental complexity shows an impact as a significant factor on both variables. Research limitations/implications: One of the managerial implications is that acquiring-sensing the environment should be orchestrated to be effective. Originality/value: Previous DC literature studied underdeveloped DCs in complex environments and ignored the manager's role as a connection between the environment and the firm. This paper contributes to the topic in three important ways: first, it clarifies the operational performance from the combination of the design of the DCs and the SM characteristics within the complex environment; second, the paper specifies that microfoundations of DCs are essential in the drive's differences in the performance of the firms; and third, it clarifies regarding the role of the complex external environment rather than dynamic ones. [ABSTRACT FROM AUTHOR]