This chapter selectively reviews strands of organizational research informed by the underlying image of the feedback loop, explores different kinds of circularity, and discusses how circularity gives rise to paradoxes in organizations. Organizational circularity expresses better than most organizational processes how managers create realities that develop a dynamic beyond their control, often in surprising and uncontrollable ways. Sometimes these realities are virtuous; other times organizing is built on top of shaky foundations and organizations trap themselves in vicious circles. Circles constitute a preferential observation point from which the complexity of organizing may be viewed. Suggestions for further research are offered.
|Title of host publication||The Oxford Handbook of Organizational Paradox|
|Editors||Wendy K. Smith, Marianne W. Lewis, Paula Jarzabkowski, Ann Langley|
|Publisher||Oxford University Press|
|Publication status||Published - 2017|
- vicious circles
Cunha, M. P. E., & Tsoukas, H. (2017). On organizational circularity: vicious and virtuous circles in organizing. In W. K. Smith, M. W. Lewis, P. Jarzabkowski, & A. Langley (Eds.), The Oxford Handbook of Organizational Paradox Oxford University Press.