Unveiling the enigma: Exploring organizational dysfunctional learning modes and institutional amnesia in the Indian Universal Service Obligation Fund

Abstract

AbstractDespite various government initiatives and substantial unutilized funds in the Indian Universal Service Obligation Fund (USF), a significant population in rural and remote areas still lack broadband services due to inadequate consideration for demographic and geographical challenges in planning and implementation strategies, mainly stemming from focus on quick electoral benefits, favoritism, organizational politics and a sense of indifference. This study employs a multiple‐case approach to analyze the USF institution using the proposed integrated organizational learning framework, offering a novel perspective. The proposed framework identifies factors influencing effective outcomes and provides a comprehensive assessment of cross‐project learning culture within the organization. Additionally, by unveiling systemic deception and hidden intentions, the application of this framework may act as a deterrent to improper practices, contributing to an improved outlook for future projects. Our analysis reveals that despite encountering distinct experiences and outcomes in different initiatives, the USF has missed opportunities to fully leverage lessons learned and avoid repeating past mistakes. To bolster the efficacy of future projects, we propose that the USF adopt a proactive organizational learning strategy involving thorough evaluations and analyses of past projects by experts. This process should aim to extract key lessons, challenges, and best practices, culminating in establishing a repository of learnings. Regularly updating and utilizing this repository can foster a culture of continuous improvement and informed decision‐making. Such an approach can improve project delivery across traditional metrics of time, cost, and quality and maximize benefits delivered to beneficiaries.