Knowledge loss and retention in interorganizational projects: evidence from public transportation projects from Pakistan

Purpose Knowledge loss and retention are common phenomena not only for organizations but also for interorganizational projects, where multiple organizations are involved. This paper sets out to understand why knowledge loss occurs and how to retain knowledge, particularly in the context of interorganizational projects. For this purpose, the Orange Line Metro Rail Transit System in Lahore, the Bus Rapid Transit in Peshawar and the Green Line Metrobus in Karachi, all in Pakistan, were examined. Design/methodology/approach A multi-case study approach is employed in this paper. Empirical data were collected through semi-structured interviews and archival documents. To analyze the data, we used a three-step thematization procedure, which included data condensation, data presentation and conclusion. Findings The findings present the determinants of knowledge loss, including high time pressure, memory decay, lack of sharing of personal knowledge and tenuous relationships between salary and experience. For knowledge retention, the findings provide evidence of the transformation of the working environment, externalization, job shadowing, the hiring and rehiring individuals and the provision of incentives. Originality/value By examining knowledge loss and retention in interorganizational projects, this article contributes to the literature on knowledge-based theory.