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This study aims to focus on assessing the influence of human resource development (HRD) interventions and learning agility (LA) on organizational innovation (OI).

Based on the social exchange theory, the theoretical research model was developed in this study. This study used cross-sectional data to test the research hypotheses. In addition, partial least square structured equation modelling was used to analyse 413 sample responses from Indian managerial professionals.

The findings suggest that HRD interventions and LA have an effect on OI. Additionally, age as a control factor also influences OI.

The study’s findings show that an organization must use HRD interventions effectively to improve innovation. Additionally, learning agile employees also helps in bringing innovation to an organization.

This study is one of its kind in exploring LA for OI by using the existing LA scale. Further, this study is a significant contribution to the existing literature by using HRD interventions, LA and OI in an extensive research model.

The purpose of this study is to examine the effect of learning culture (LC) and learning agility (LA) on employee’s turnover intention (TI) in connection to information technology (IT) industries in India.

This research study analysed 258 samples of entry-level and middle-level executives working in IT software companies constituted in Southern India. Data was collected both electronically and in hard-copy. The research model was tested by structural equation modeling technique with the aid of AMOS software.

The findings illustrate the indirect effect of LC on TI while a direct effect on LA and also a positive and significant effect of LA on TI.

The first limitation is that this study does not cover top-level executives, therefore, it has limited implications and the second is that the respondents filled the questionnaire voluntarily by their beliefs.

This study contributes towards the development of LC, which will help in building LA in employees thereby reduce the employee’s TI.

The motivation behind the research was the necessity to innovate. Today’s companies require “learning agile” employees who constantly update their skills. To stay competitive, they have to retain the most capable individuals. For this reason, the authors wanted to investigate the link between LA, LC and TI of employees and they chose the dynamic Indian IT industry where turnover is a major issue for many companies.

The authors selected 10 different software firms in India and used Google forms to design a questionnaire. They distributed it through LinkedIn, Messenger and email. From the 258 valid responses, 62.8pc were male and 46.8pc were aged between 20 and 30. Only 18pc of the responses came from employees aged over 40. The respondents were mainly programmers (47pc), but there were also senior software engineers (25.8pc), project managers (14pc) and business analysts (13.2pc).

The results showed no direct effect of learning culture on turnover intentions. But the responses indicated a strong impact of learning agility on turnover intentions. Meanwhile, there was a big influence of learning culture on learning agility.

In conclusion, the authors said the results highlighted how when employees have higher LA, they tend to have stronger involvement in their work, reducing their turnover intentions. The research also showed how learning culture is an important antecedent of learning agility.

This hypothetical case study aims to revisit the classical model given by Henri Fayol whereby he put forward a set of 14 principles to guide managers in decision-making across organizations. The case study showcases the dilemma in which the top manager of an automobile company finds himself when some of the very basic principles – on which the whole discipline of management is founded – are ignored. It will also serve as an aid for faculty members in B-Schools to teach students the significance of basic management principles postulated many years back which stand relevant even in contemporary times.

This case study is based on a hypothetical scenario in the corporate world. Different incidents in a fictitious automobile manufacturing firm are presented and the corresponding principles given by Henri Fayol are inferred.

This case study highlights that decision-making gets complicated if fundamental principles of management are not complied with. The decision taken during each and every situation which has been discussed in this case study is contrary to the correct course of action as propounded by Fayol. Modern-day managers must acknowledge the relevance and importance of these principles for achieving success in business.

This case study underscores that even in this volatile business environment where most of the management practices are technology-driven, we cannot disregard the most elementary rules of management. The managers working at different levels in the organizational hierarchy may be guided to make the right decisions in situations similar to the ones described.