I doubt whether there is a direct relationship. Likely only an indirect relationship. Knowledge management should lead to learning that sets the platform for discussions and action in terms of dynamic capabilities, just as knowledge management and learning would inform RBV as strategy orientation.

Dynamic capabilities and operational capabilities: A knowledge management perspective

G Cepeda, D Vera - Journal of business research, 2007 - Elsevier… We start by focusing on the relationships depicted in the dotted box in Fig … Hence, we predict a mediating role for KM infrastructure in the relationship between desired and available … Finally, consider operational capabilities as the output of dynamic capabilities deployment 

and second paper is

Dynamic Capabilities and Knowledge Management: an Integrative Role for Learning?†

Authors

• First published: 11 September 2007Full publication history
• DOI: 10.1111/j.1467-8551.2007.00543.x View/save citation
• Cited by (CrossRef): 147 articles Check for updates
• †*The financial support of the Economic and Social Research Council to Mark Easterby-Smith, Grant Number RES-331-25-0018 under the Advanced Institute of Management Research initiative, is gratefully acknowledged. The financial support of the Fundación Caja Madrid (Spain) to Isabel Prieto is gratefully acknowledged.

Abstract

Modern strategic management theories try to explain why firms differ, because new sources of competitive advantage are keenly sought in the dynamic and complex environment of global competition. Two areas in particular have attracted the attention of researchers: the role of dynamic capabilities, and the firm's abilities for knowledge management. In this paper, we argue that there is a link between these two concepts, which has not been fully articulated in the literature. The aim of the paper is therefore to ascertain the conceptual connection between them as a basis for future research. Our proposed framework acknowledges and critiques the distinct roots of each field, identifies boundaries, and proposes relationships between the constructs and firm performance.

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Thanks be

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https://scholar.google.com/scholar?q=dynamic+capability+theory&hl=en&as_sdt=0&as_vis=1&oi=scholart&sa=X&ved=0ahUKEwjnoY2g64XZAhVLAcAKHcQiAkgQgQMIIzAA

https://scholar.google.com/scholar?hl=en&as_sdt=0%2C5&as_vis=1&q=resource+based+theory&btnG=

https://scholar.google.com/scholar?hl=en&as_sdt=0%2C5&as_vis=1&q=knowledge+management+theory&btnG=

This link can be of great help

https://books.google.com.gh/books?id=9spxuzAIc2QC&pg=PT164&lpg=PT164&dq=What+is+the+relationship+between+dynamic+capabilities+and+knowledge+management+practices?&source=bl&ots=fhVr8Y-YMM&sig=Nz8TE5ORd8Yxf2LNxGr4BwHskfY&hl=en&sa=X&ved=2ahUKEwjM-8HE7YXZAhWGKiwKHcoxCI44ChDoATAJegQIDBAB#v=onepage&q=What%20is%20the%20relationship%20between%20dynamic%20capabilities%20and%20knowledge%20management%20practices%3F&f=false

Perhaps consider the concepts of Absorptive Capacity and Adaptive Capacity in innovation literature. These may provide the bridge you are looking for. Absorptive Capacity relates to organisational systems and capabilities to absorb new knowledge while Adaptive Capacity broadly describes systems and human capabilities for converting that knowledge into useable forms within the context of the organisation. This may hold relevance for your link in terms of the potential to use a Resource Based View (RBV - Edith Penrose as the classic source) to talk about the organisational features that contribute to adaptive capacity and absorptive capacity. You will need to also link to the concept of dynamic capability -(classic author David Teece) - which could links quite nicely with the RBV (e.g. RBV possibly a driver of dynamic firm capability). For the human perspective you could consider Innovative Behaviour literature, where stimulating IB may be seen as a component of RBV that builds dynamic capability.

For classic views (always best to go to the roots before delving into others interpretations) re RBV and Dynamic Capabilities see (for example):

Teece, D., & Pisano, G. (1994). The dynamic capabilities of firms: an introduction. Industrial and corporate change, 3(3), 537-556.

Penrose, E. T. (1959). The Theory of the Growth of the Firm. New York: John Wiley.

An excellent text that refers to these concepts in the organisational innovation context is found in: Tidd, J., & Bessant, J. (2013). Managing innovation: integrating technological, market and organizational change (Fifth ed.). New York: John Wiley & Sons.

Interesting stuff! Good luck with it.

I don't think there is a direct relationship - however, you may imply an indirect relationship between dynamic capabilities (giving rise to 'organizational agility') and their strategic significance (in things like innovation) and then correlate these findings with the importance of organization information for outcomes for knowledge-intensive processes.

Think data -> information -> knowledge -> organization -> leading to managed knowledge having direct implications over a company's ability to produce value/innovate.

Hope this helps.

Some references:

Teece, David and Peteraf, Margaret A. and Leih, Sohvi, Dynamic Capabilities and Organizational Agility: Risk, Uncertainty and Entrepreneurial Management in the Innovation Economy (April 7, 2016). California Management Review, Forthcoming; Tuck School of Business Working Paper No. 2771245. Available at SSRN: https://ssrn.com/abstract=2771245 or http://dx.doi.org/10.2139/ssrn.2771245

Thompson, Mark and Walsham, Geoff, Placing Knowledge Management in Context. Journal of Management Studies, Vol. 41, No. 5, pp. 725-747, July 2004. Available at SSRN: https://ssrn.com/abstract=559300

In an ideal situation, applying KM practices should result in enhanced dynamic capabilities. So, theoretically, there is a posive relationship between the two. Meliha

Dynamic capabilities are the antecedents of a good knowledge management: you can't have knowledge management if you don't have knowledge-based and dynamic capabilities.

I suggest a new construct for the concept of absorptive capacity where I link together KM, DC, learning, creative capacity, social integration and firm's decision makers. I suggest that acap is composed of learning, dynamic and creative capabilities. KM should manage them from R&D to innovation introduction in the market. If it is useful for you, here is a link to access a PPT of what I suggest.

Best regards,

Pierre

Presentation La capacité d'absorption des connaissances Knowledge absorpt...

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There is a plenty of research on this topic. Please look at Sher & Lee (2004) in the Information & Management journal. Also, a seminal paper Zollo & Winter (2002) does an in-depth discussion on the role of knowledge related practices and dynamic capabilities.