HRD interventions, learning agility and organizational innovation: a PLS-SEM modelling approach

Abstract

PurposeThis study aims to focus on assessing the influence of human resource development (HRD) interventions and learning agility (LA) on organizational innovation (OI).Design/methodology/approachBased 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.FindingsThe findings suggest that HRD interventions and LA have an effect on OI. Additionally, age as a control factor also influences OI.Practical implicationsThe 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.Originality/valueThis 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.