As a key force in the upgrading of China’s industrial chains, the growth of specialized, advanced, differentiated, and innovative (SADI) enterprises is increasingly reliant on human capital. However, relevant research presents significant divergences in findings, posing challenges to the applicability of the human capital theory in the context of SADI enterprises. This paper employs a meta-analysis approach to integrate 46 studies, 151 samples, and a total of 1 032 879 observations, systematically examining the mechanisms and contextual dependency of specific and general human capital at three levels—entrepreneurs, top management teams, and employees—on the growth of SADI enterprises. The findings reveal that: (1) The specific human capital of entrepreneurs and top management teams, rather than their general human capital, exhibits a significant positive effect on driving enterprise growth; at the employee level, a dual-path driving pattern is observed, where both specific and general human capital significantly promote enterprise growth. (2) In non-listed enterprises, the growth-driving role of specific human capital among entrepreneurs and top management teams is more pronounced, whereas the growth of listed enterprises relies more on both the specific and general human capital of employees. (3) In a context of high-power concentration, the effects of specific human capital among entrepreneurs and top management teams, as well as both types of human capital among employees, are enhanced. (4) Compared to the “quantitative growth” context of SADI enterprises, the specific human capital of top management teams and employees has a stronger impact on enterprise growth in the “qualitative growth” context. This paper uncovers the matching patterns of human capital across different levels, dimensions, and contexts, providing theoretical insights and practical guidance for optimizing talent allocation in SADI enterprises.