Organizational forgetting in local governments: a study from rural India

PurposeThe aim of this paper is to develop a theory of organizational forgetting in the context of local governments from the paradigmatic lens of existing research orchestrated in management literature. The paper empirically explores how and why local governments forget and discusses the role of local politics in promoting memory loss in organizations.Design/methodology/approachThe authors do an ethnographic study in a Village Panchayat, the lowest tier of the local government in rural India, in West Bengal, a state in eastern India. Data are collected through participant observation and informal interviews.FindingsThe paper argues that the existing framework on modes of organizational forgetting developed in the management literature is not sufficient in understanding the types of knowledge loss that occur in local governments. It shows that as a consequence of “memory decay” and “failure to capture,” local governments involuntary lose past knowledge and critical sources of expertise. The study also acknowledges the role of politics in deliberately endorsing organizational forgetting in local governments to eliminate failure and ethical lapses of elected representatives.Originality/valueBy exploring the phenomenon of organizational forgetting in local governments in the context of grassroots politics, this paper contributes to the ongoing discussion of organizational forgetting in a hitherto understudied area of how, and under what circumstances, public organizations such as local governments undergo forgetting, unlearning or loss of knowledge.

Modeling organizational intelligence, learning, forgetting and agility using structural equation model approaches in Shiraz University of Medical Sciences Hospitals

Objectives Strengthening the organizational agility of the hospital can lead to decreased production costs and increased market share, better serving to patients' needs, introduction of new services and increased competitiveness; therefore, this study aimed to investigate the agility of Shiraz public teaching hospitals. Results The results showed that organizational intelligence had a positive and significant effect on organizational agility with a path coefficient of 0.172. Organizational forgetting and organizational learning also played a mediating role between organizational intelligence and organizational agility. This means that organizational intelligence had positive effect on organizational forgetting with path coefficient of 0.482, organizational forgetting on organizational learning with path coefficient of 0.40 and subsequently organizational learning on organizational agility with path factor of 0.07. Organizational forgetting also played a mediating role between organizational intelligence and organizational learning.

Organizational forgetting Part II: a review of the literature and future research directions

Purpose The purpose of this two-part paper is to provide a summary of current research opportunities in organizational forgetting literature and a future research agenda. Design/methodology/approach The summary of current research opportunities and future research agenda is drawn from the systematic literature review and synthesis reported in Part I. Findings Two broad areas for future research are proposed: A first area that highlights a need to address integrative theoretical challenges that include issues of temporality, history, power dynamics, and organizational context. A second area that highlights a need to reconcile contradicting explanations – such as whether technological sophistication and codification practices versus social networks prevent knowledge depreciation and loss – through a multilevel perspective. Research limitations/implications Limitations relate to time span coverage and journal article accessibility. Originality/value This Part II paper provides a summary of current research opportunities and offers directions for future research on organizational forgetting.

Organizational forgetting Part I: a review of the literature and future research directions

Purpose The purpose of this paper is to systematically review and synthesize the literature on organizational forgetting. Design/methodology/approach A systematic literature review approach was used to synthesize current theoretical and empirical studies on organizational forgetting. Findings The review and synthesis of the literature revealed that the organizational forgetting literature is fragmented, with studies conducted across disparate fields and using different methodologies; two primary modes (i.e. accidental and purposeful) and three foci (i.e. knowledge depreciation, knowledge loss and unlearning) define current organizational forgetting literature; and the factors that influence organizational forgetting can be grouped into four clusters related to individuals, processes, tools and organizational context. Research limitations/implications This literature review has limitations related to time span coverage and journal article accessibility. Originality/value This paper offers an integrative view of organizational forgetting that proposes a holistic and multilevel research approach and systematic synthesis of organizational forgetting research.

Accelerating the journey toward organizational excellence

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on the inter-relationship of organizational excellence, strategic thinking, and organizational forgetting, and explores five core factors in relation to organizational excellence: vision, creativity, systematic thinking, purposefulness, and randomness. Organizational forgetting has the potential to add or subtract competitive advantage from organizations. Common ways for knowledge to be unintentionally lost is through insufficient efforts to codify it, through failing to apply learned knowledge, and though a lack of knowledge-sharing among teams. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.