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It has been proven that the characteristics of top management in an organization have an impact on the organization’s employee management strategies. In micro, small and medium-sized enterprises, the business owner’s influence is constructive. However, there has been little discussion about the influence of business owners’ personal characteristics on enterprises’ human resource management (HRM) strategies.

In this study, two complementary experimental designs – quantitative research and qualitative research – were adopted to verify the theoretical framework.

The results show that business owners with masculine characteristics tend to adopt the strategies of internal development and external acquisition, while those with feminine characteristics tend to adopt the strategies of internal development. Significant differences were found between the female business owner group and the male business owner group in terms of the relationship paths of gender role orientation, leadership style and gender role orientation and HRM strategies.

Firstly, this is the first time to discuss human resource management strategies from the perspective of gender roles. Secondly, the data of this research is collected from entrepreneurs, which is another advantage of this research. Finally, this research has obtained more valuable research findings. This study found that feminine bosses tend to adopt internally developed human resource strategies, while masculine bosses value internally developed human resource management strategies and also tend to adopt external acquisition strategies. Studies have shown that companies that adopt defensive strategies rely more on internally developed human resource management strategies, while those with exploratory strategies are more inclined to externally acquired human resource management strategies. So, does the boss’s gender role orientation match the organizational strategy, that is, feminine bosses adopt defensive strategies, while masculine bosses adopt defensive and exploratory organizational strategies? This point provides new research ideas for the development of private enterprises.

Research on training and/or L&D effectiveness is predominantly conducted in a traditional L&D context. Little research is conducted on training and/or L&D in the context of artificial intelligence (AI)-based learning. The present study aims to investigate the relationship between the adoption of AI-based learning systems and learners’ behavior. Drawing from the theory of planned behavior, the research examines the impact of attitude (ATT), subjective norm (SN) and perceived behavioral control (PBC) as AI-based learning intention (ALI) factors relate to changes in learners' behavior. Additionally, inspired by the self-determination theory by Deci and Ryan, the study further examines the mediating role of learner engagement between ALI and behavioral change.

Following a theoretical framework and using a systematic literature review method, the survey research has been planned by considering a sample from Indian industries. The collected data have been analyzed using SPSS-AMOS 27. While path analysis has been conducted to analyze the direct impact of ALI on learners' behavior, Hay’s PROCESS macro has been used to check the mediating impact of learner engagement between ALI and learners' behavior.

The results proved a significant and positive impact of all ALI factors such as ATT, SN and PBC on learners’ behavioral change. Further, the research found that learning engagement (LE) successfully mediates between AI learning intention and behavioral change.

In the absence of any empirical study in identifying the relationship among learning intention, LE and behavioral outcome, the result of this study may provide useful insights to researchers and practitioners.