Talent agility, innovation adoption and sustainable business performance: empirical evidences from Indian automobile industry

Abstract

PurposeAlthough Industry 4.0 has created a digital disruption in the business world, there is a huge demand for competent personnel to adapt to innovation in a highly volatile environment. This study aims to develop a conceptual framework on innovation adoption, thus creating a sustainable business performance in the Indian automobile industry.Design/methodology/approachA sample of 272 employees working in the Indian automobile industry was empirically tested to examine the hypothesized relationships. The proposed relationships were further tested using structural equation modelling (SEM) with AMOS 26 software.FindingsResults highlight that knowledge management, climate for innovation, learning agility and internal corporate communication positively affect innovation adoption. Perceived innovation characteristics also have a significant relationship with innovation adoption and sustainable business performance. Furthermore, innovation adoption has a positive relationship with sustainable business performance. However, ambidextrous leadership has a non-significant relationship with innovation adoption.Research limitations/implicationsThis study was confined to the Indian automobile industry, which restricts its generalizability. Thus, future research can be conducted in other sectors and country contexts.Practical implicationsThe paper provides valuable insights to practitioners, HR professionals and managers to develop an agile talent who quickly adapts innovative practices to deliver desired results. Organizations must incorporate digital leadership style, robust knowledge management, climate for innovation, learning agility and corporate communication into their talent development practices that further enhance strategic capabilities and lessen expenditures.Originality/valueThis paper provides a holistic framework of innovation adoption in the Indian automobile industry to attain sustainable business performance.

Mapping talent agility: a bibliometric analysis and future research agenda

“…For instance, Harsch and Festing (2020), Ajgaonkar et al. (2021) and Gouda and Tiwari (2021) published in the top-tier journals in the business and management field.…”

“…, 2001) context only. However, recently researchers have focused on the core concept of talent agility as a strategic intervention of HRM to cope with the current wave of rapid change (Gouda and Tiwari, 2021; Muduli and Pandya, 2018).…”

“…Based on the cluster analysis, four emerging themes have been identified. Further, some studies extensively advance and broaden this research area by integrating the concept of talent agility with emerging technology and innovation (Franco and Landini, 2022;Zhu et al, 2021;Gouda and Tiwari, 2021). Cluster 1 emphasizes the recent advancement of literature, highlighting the emerging role of talent agility in adopting advanced technologies.…”

“…5.1.4 Most influential journals. This section presents the most influential journals in talent agility, as shown in Tables 4 and 5 Gouda and Tiwari (2021) published in the top-tier journals in the business and management field. 5.1.5 Most influential countries.…”

“…Among the different agility strategies for dealing with the unpredictable business environment, the notion of talent agility has become a strategic priority for practitioners and researchers (Ajgaonkar et al, 2021;Sherehiy and Karwowski, 2014). Talent agility reflects the employees' ability to adapt and evolve with change, providing innovative solutions and quick turnaround as situations prevail (Gouda and Tiwari, 2021;Petermann and Zacher, 2021;Patil and Suresh, 2019). According to a recent study by Randstad Workplace (2025), USA, currently, 11 percent of the workforce are agile, and it is estimated that by 2019 and 2025, it will increase to 50 percent and 69 percent, respectively.…”