The main objective of the research is to identify structural factors affecting dynamic capabilities in the Iraqi Statistics and Geographic Information Systems Organization to promote human capital. This research is applied in terms of purpose and mixed in terms of method (qualitative-quantitative). In the qualitative part, using the content analysis method and conducting semi-structured interviews with 15 experts from the organization, the main components of the model were identified. Sampling in this part was purposeful and continued until theoretical saturation was reached. Qualitative data were analyzed using MAXQDA software. In the quantitative part, in order to validate the model and examine the relationships between the constructs, data were collected from the organization's employees and managers and analyzed using the structural equation modeling method. The qualitative findings showed that the structural model of dynamic capabilities with a human resource improvement approach consists of six main components, including environmental awareness and foresight, skills identification and development, training evaluation and effectiveness, learning culture and employee motivation, change management and organizational flexibility, and organizational innovation and value creation. The quantitative results also indicated that all the identified components have a positive and significant impact on human resource improvement. Among the factors studied, the skill identification and development component showed the greatest impact on human resource improvement, followed by organizational innovation and value creation, and organizational change management and flexibility. The results also indicated the appropriate fit of the proposed model and confirmation of the structural relationships between the variables. Accordingly, it can be concluded that dynamic capabilities play an effective role in improving the quality of human capital and increasing the organization's ability to respond to environmental changes by strengthening learning processes, developing competencies, managing change, innovation, and continuous performance evaluation. Therefore, managers' attention to developing dynamic capabilities can pave the way for improving employee performance, increasing productivity, and achieving sustainable competitive advantage in organizations.