With the increasing prevalence and sophistication of non-tariff barriers, small and medium-sized enterprises (SMEs) face structural challenges in establishing independent response systems. Guided by the resource-based view (RBV), this study empirically examines the determinants of SMEs’ trade barrier response capability (TBRC) and further interprets the construct through the lens of dynamic capability theory. Using survey data from 209 exporting SMEs in Korea, we conducted t-tests and multiple regression analyses. The results indicate that firms with an export-dedicated unit exhibit significantly higher TBRC compared to those without. Regression analyses show that product development capability (PDC), process improvement capability (PIC), top management capability (TMC), and training-based qualitative capability of the export unit (EDOCE) consistently enhance TBRC, while mere headcount expansion (EDOCN) does not. Notably, PIC and TMC exert the strongest effects, suggesting that effective responses to trade barriers are reinforced more by operational stability and leadership than by product innovation alone. Academically, this study extends RBV into the regulatory compliance context by conceptualizing TBRC as a dynamic capability that involves sensing, seizing, and reconfiguring in response to evolving trade barriers. It also highlights the theoretical value of qualitative resources and organizational learning. Practically, the findings underscore that SMEs should prioritize establishing export units, institutionalizing training, stabilizing processes, and strengthening managerial leadership as core strategies for coping with trade barriers. Limitations include the use of cross-sectional and self-reported data, a restricted sample scope, and constrained operationalization of variables. Future studies should employ panel data, objective indicators, and multidimensional measures to further refine the mechanisms underlying TBRC formation.