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What components constitute IT-enabled dynamic capabilities that drive a firm’s activities ? How do firms adapt their IT-enabled dynamic capabilities to accommodate turbulent and deglobalizing environments ? To answer these questions, this study empirically investigates the relationship between IT-enabled dynamic capabilities and cooperative capabilities in enhancing market performance. The paper scrutinizes the roles of dynamic and collaborative capabilities, as well as information systems (IS), in organizations and how these factors relate to firm activities. Following a literature review, hypotheses are formulated and tested using survey data from 1,448 firms. The study’s implications are then discussed. As firms operate in increasingly complex environments, it is imperative to understand how internal capabilities can be arranged to maximize performance. In the theoretical literature, dynamic capabilities are recognized as activity drivers, especially in the effective use of IS. However, this is often done without accounting for organizational diversity. In this paper, we adopt the IT-enabled dynamic capabilities view. Our contributions are twofold: Firstly, we reveal heterogeneity among companies, contrasting local firms with strong collaborative capabilities against internationally influential companies that exhibit a high level of dynamic capabilities. Secondly, we demonstrate that local firms build performance not by relying on IS, but rather through mobilizing collaborative capabilities. Multidimensional data analysis methods are used to develop a typology of companies based on their performance. Four performance profiles are proposed and then elucidated using a discriminant model with dynamic capabilities, IS, and collaborative capabilities as explanatory variables.