Purpose The main purpose of this study is to investigate the effect of learning culture and knowledge sharing (KS) on organizational effectiveness (OE). This study also proposed to investigate the role of employee competency in organizational success. Design/methodology/approach This study is based on the primary and secondary sources of data. The primary data comprises 392 responses from different information technology firms located in India, whereas secondary sources are based on journals, reports, company manuals, etc. The data was analyzed in partial least square-structural equation modeling using SMART-PLS 3.3 software. Findings This study confirms the conceptual model with the collected data. The key contributors to the model are organizational learning culture (OLC), KS, employee competencies (EC) and OE. The OLC and KS are the independent variables, and OE is the dependent variable, whereas the EC is the mediating variable in the research model. The findings reveal that there is a significant OLC on KS, EC and OE. Likewise, the relationship between KS and OE is also significant. The mediation analysis confirms the EC is significant for the relationships. However, the mediating effects of KS on the relationship between OLC and EC are not significant in this research. Practical implications An effective learning culture that leads to an increase in KS activities eventually enhances EC and promotes OE. It indicates that strengthening the learning culture will result in the promotion of knowledge sharing, and it is obvious that the employees’ competencies will increase when the employee is skilled and knowledgeable. Originality/value With references to different theories, this study provides an integrated model that shows the relationships between OLC, KS, EC and OE. By strengthening the OLC and KS, this relationship is benevolent to the success of the organization. The created framework paves the way for scholars to further explore insights from inside each component.

Purpose This paper aims to investigate the relationship between employer branding (EB) and talent retention. The paper also analyses the mediating role of employee engagement in the association between EB and talent retention. Design/methodology/approach Partial least square structural equation modelling has been applied to carry out the analysis. The findings are based on the perceptions of IT professionals (n = 397) to assess the interrelationship between EB, employee engagement and talent retention. Findings The paper gives empirical insights on how employee engagement helps promote employer value offerings to the employee, which helps in the successful retention of employees. The results indicate that employee engagement partially mediates the association between EB and talent retention. Practical implications This study provides a clear direction to a diversity of practitioners working in IT firms. Building and maintaining sympathetic and emotional connections with co-workers, team leaders and higher managerial employees can help increase employee engagement. The findings can help business planners and managers focus their efforts on employer brand elements for successfully involving their workforce. Originality/value Authors believe this study is one of its kind to test the association between EB and talent retention mediated by the engagement level of employees. The present research study will help future academia delve into how EB can significantly impact the engagement and retention of existing employees.

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Assessment of corporate social performance has become one of the widely researched areas due to its practical implications. The article assesses the social performance of Indian multinational manufacturing companies on the twin dimensions of strategic governance and responsibility towards primary stakeholders. Using the data collected from corporate social responsibility (CSR) managers through a measurement tool, Indian multinational manufacturing companies have been found to be performing just about average. Strategic governance received the highest weightage, as generated with the help of expert opinion, followed by customers, investors, employees, communities and then suppliers. The results also revealed that strategic governance explained significant variation in stakeholders' responsibility. The findings give out important implications for CSR managers and overall management of the companies.