The practices and processes enabling learning within organizations have emanated from human agencies and have led to structures and protocols for building a learning culture. Besides, rapid technological advancement has increased the adoption of artificial intelligence (AI) in various domains of Human Resource Management (HRM) (e.g., use of bots, natural language processing, and machine learning, among others). Ironically, though, their adoption in Learning and Development (L&D) remains abysmally low. In this paper, using the lens of technology in practice, we examine the machine agency and its impact on structures and practices within L&D. In the process, we adopt a qualitative approach and interview 24 HR leaders within the L&D function of global organizations. Further, deploying Gioia’s methodology for qualitative analysis, we eventually theorize about the socialization of human-to-human and machine-mediated human interactions to develop the four emerging structures of how human-machine-conjoined agencies support L&D. Keywords Learning & Development (L&D), Artificial Intelligence (AI), Human-Machine Agency, Technology in Practice, AI adoption, AI-driven learning