<![CDATA[This study examines the double-edged implications of learning-agility-related attributes by analyzing the relationships of open-mindedness, responsiveness to change, risk-taking courage, and collaboration capability with innovative work behavior and job-hopping propensity among mobility-experienced management-level employees. A quantitative cross-sectional explanatory design was employed using data from 150 management-level employees working in service, trade, and manufacturing companies in Mimika Regency, Central Papua, Indonesia. The data were analyzed using partial least squares structural equation modeling (PLS-SEM). The results show that open-mindedness, responsiveness to change, and collaboration capability are positively and significantly associated with innovative work behavior, whereas risk-taking courage shows no significant relationship. Innovative work behavior is positively and significantly associated with job-hopping propensity, while responsiveness to change also exhibits a significant positive direct relationship with mobility propensity. The mediation analysis further indicates that innovative work behavior mediates the relationships of open-mindedness, responsiveness to change, and collaboration capability with job-hopping propensity, but does not mediate the relationship involving risk-taking courage. These findings reveal an attribute-specific organizational paradox: characteristics associated with stronger innovative work behavior may, through particular pathways, also correspond with greater employee mobility propensity. The study contributes a more differentiated value-creation–mobility perspective by demonstrating that the double-edged pattern is not universal across all learning-agility-related attributes and by positioning innovative work behavior as a behavioral transmission mechanism linking selected adaptive attributes with employee mobility.]]>
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