Organizational forgetting in local governments: a study from rural India

Purpose The 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/approach The 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. Findings The 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/value By 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.