Combining the Confucian philosophical idea of “unity of knowledge and action” with the theoretical framework of “non-cognitive” microfoundations of dynamic capabilities, this study employs an exploratory multi-case study method to investigate the process and micro-mechanisms of enterprise dynamic capabilities emergence driven by Confucian culture. The findings reveal: (1) The driving force of Confucian culture on enterprise dynamic capabilities follows a top-down path, transitioning from moral guidance to business empowerment, and undergoes three stages: formation of higher-order non-cognitive microfoundations, formation of lower-order non-cognitive microfoundations, business embedding of non-cognitive microfoundations; (2) Three mechanisms underpin this process: the performance feedback mechanism encourages individuals to achieve “unity of knowledge and action”, enabling Confucian culture to “take root in the mind”; the social learning mechanism facilitates the diffusion of “non-cognition” from higher-order to lower-order levels, allowing Confucian culture to “reach people”; and the legitimization mechanism transforms tacit “non-cognition” into imitable “best practices”, enabling Confucian culture to “achieve results”. This study bridges the divide between the two major schools of dynamic capability theory, reveals the black box of how Confucian culture influences dynamic capability, and enriches the theoretical achievements of dynamic capability based on China's philosophical thought.