By Debolina Dutta, Anasha Kannan Poyil
Personnel Review | May 2024
https://doi.org/10.1108/PR-09-2022-0658
Dutta D, Kannan Poyil A (2024), "The machine/human agentic impact on practices in learning and development: a study across MSME, NGO and MNC organizations". Personnel Review, Vol. 53 No. 3 pp. 791–815, doi: https://doi.org/10.1108/PR-09-2022-0658
Personnel Review, May 2024
Purpose
The importance of learning in development in increasingly dynamic contexts can help individuals and organizations adapt to disruption. Artificial intelligence (AI) is emerging as a disruptive technology, with increasing adoption by various human resource management (HRM) functions. However, learning and development (L&D) adoption of AI is lagging, and there is a need to understand of this low adoption based on the internal/external contexts and organization types. Building on open system theory and adopting a technology-in-practice lens, the authors examine the various L&D approaches and the roles of human and technology agencies, enabled by differing structures, different types of organizations and the use of AI in L&D.
Design/methodology/approach
Through a qualitative interview design, data were collected from 27 key stakeholders and L&D professionals of MSMEs, NGOs and MNEs organizations. The authors used Gioia's qualitative research approach for the thematic analysis of the collected data.
Findings
The authors argue that human and technology agencies develop organizational protocols and structures consistent with their internal/external contexts, resource availability and technology adoptions. While the reasons for lagging AI adoption in L&D were determined, the future potential of AI to support L&D also emerges. The authors theorize about the socialization of human and technology-mediated interactions to develop three emerging structures for L&D in organizations of various sizes, industries, sectors and internal/external contexts.
Research limitations/implications
The study hinges on open system theory (OST) and technology-in-practice to demonstrate the interdependence and inseparability of human activity, technological advancement and capability, and structured contexts. The authors examine the reasons for lagging AI adoption in L&D and how agentic focus shifts contingent on the organization's internal/external contexts.
Originality/value
While AI-HRM scholarship has primarily relied on psychological theories to examine impact and outcomes, the authors adopt the OST and technology in practice lens to explain how organizational contexts, resources and technology adoption may influence L&D. This study investigates the use of AI-based technology and its enabling factors for L&D, which has been under-researched.
Debolina Dutta is a Clinical Professor, senior HR leader, and an ICF‑certified ACC level coach with over 30 years of industry experience and 6 years in academia. She brings deep expertise across Human Resources, Organisation Development, and Leadership Capability Building, having worked across diverse geographies and organisational contexts, including multinational corporations, private enterprises, and start‑ups.
Globally recognized for her contributions to the HR profession, Debolina has been named among the 100 Most Influential Global HR Professionals by the World HRD Congress, a Most Influential HR Leader in India, and nominated as one of the Top 16 Women Leaders. As an executive coach, she works closely with mid‑management and senior leaders on leadership transitions, personal effectiveness, and organisational change. Her work is supported by certifications in behavioral facilitation as well as expertise in psychometric tools.She has served on the Board of IIM Indore and advises organisations on talent strategies and AI-HRM adoption.
Debolina has led large‑scale organisational development and transformation initiatives spanning change management, mergers and acquisitions, HRIS implementations, and the design of structured talent and leadership frameworks, often in complex, multicultural environments. She is an alumna of IIM Indore (FPM‑Industry), IIM Bangalore, and the College of Engineering, Pune, and a published thought leader with case studies in Harvard Business Review and research articles in leading academic journals. Through her academic, consulting, and coaching roles, she continues to shape future‑ready leaders by integrating research, practice, and coaching‑led development.
