This study examined how learning orientation shapes the organizational agility of small and medium-sized businesses in Rivers State, Nigeria, especially when entrepreneurial orientation is moderating. Many SMEs are encountering considerable difficulties staying flexible and competitive, especially with all the changes in the economy and regulations. To get real insights, the research used cross-sectional survey, gathering data from 167 SME owners using a well-structured questionnaire and being grounded in dynamic capabilities theory. Data analyzed by regression method. The reliability scores (Cronbach Alpha) comfortably above the 0.7 benchmark. The results showed that learning orientation matters a lot. When teams share a common vision, stay committed to growth, and remain open to new perspectives, they adapt quickly and make smart moves as the business landscape shifts. As SMEs lean into entrepreneurial behaviours like embracing innovation and not being afraid to take risks, the positive link between learning and organizational agility gets stronger. When SMEs add entrepreneurial orientation to the connection linking learning orientation and organizational agility, performance and sustainability become superior. If SMEs want to thrive, they need to build a learning culture, be willing to experiment, and let data guide their decisions.

This study aims at exploring the intrapreneurship in banks on the innovation activity in its various types. As a dependent variable, five types of bank innovation outcomes were considered: product innovation, process innovation, service innovation, modern technology adoption, and organizational innovation. Meanwhile the independent variable was the intrapreneurship in its dimensions different: idea generation, Proactiveness, risk taking, and empowerment. The researcher developed a model based on other studies, then hypotheses were formulated. Four branches of Rafidain Bank, with its 115 employees, were chosen to be the population of this study, then 50 employees were taken as a study sample. The sample members whom where reached through a questionnaire, all of them answered it completely, so all them used in the analysis. The results showed that the employees indicated that intrapreneurship activities are very important factors affecting outcomes (innovation in all its types). The improvement achieved on the innovation process results should encourage all the bank branches continuing the practice of those activities. Significant positive relationships were found and statistically proven between both studied variables. The paper recommends that the studied branches to consider in their future plans the training, practicing, and offering more support for consolidating and taking in account intrapreneurship elements at all oganizational levels in the bank