Vicious Circles in Organizations

Michael Masuch

373 citations0/0 files storedAdministrative Science Quarterly

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Complex Systems and Decision Making Management Theory and Practice Management and Organizational Studies

Abstract

Michael Masuch This paper explores vicious circles in organizations. Departing from some elementary notions of action theory and cybernetics, it analyzes the dynamics, the clustering, and the survival chances of vicious circles. It argues that the action perspective, taken to its logical conclusion, implies that many structural suboptimalities of organizations, such as underperformance, stagnation, or decay, are caused by vicious circles.*

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References

2017A Theory of Cognitive Dissonance 1967The Social Construction of Reality 1979The Social Psychology of Organizations.1948The Theory of Social and Economic Organization.1997Organizational Learning: A Theory of Action Perspective 1969The social psychology of organizing 1958Social Theory and Social Structure 1971Symbolic Interactionism: Perspective and Method.

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