Vicious Circles in Organizations

Narrating National Geo Information Infrastructures: Balancing Infrastructure and Innovation

“…The data shows two of these cycles, with the typical pattern being depicted in Figure 2. This is the storyboard of the action occurring within the project, which can also be interpreted as a vicious circle [95].…”

Creating Coordinative Paths from admission to discharge: The role of lightweight IT in hospital digital process innovation

“…In turn, this may inspire strategies to reinforce and sustain virtuous circles [1]. However, the coupling of different organizational processes can give rise to unanticipated negative consequences that may degenerate into vicious circles [34]. Two principles are suggested by [32,34] to avoid vicious circles.…”

“…However, the coupling of different organizational processes can give rise to unanticipated negative consequences that may degenerate into vicious circles [34]. Two principles are suggested by [32,34] to avoid vicious circles. First, avoid tight coupling between system components as it may cause feedback generated at another level or in another system to amplify across the entire system and generate unintended negative consequences [34,1].…”

“…Two principles are suggested by [32,34] to avoid vicious circles. First, avoid tight coupling between system components as it may cause feedback generated at another level or in another system to amplify across the entire system and generate unintended negative consequences [34,1]. A second example is the negative result of increased bureaucracy and centralization of decision making [34].…”

How Information Systems Providers Develop and Manage Expertise and Leverage Their Client Relationships for Competitive Advantage

“…Third, repositories enable the codification and central storage of organizational knowledge. A systems perspective further emphasizes the importance of virtuous circles (Masuch 1985;Nonaka and Takeuchi 1995) where the above mentioned elements interact with each other to enable that knowledge spirals up from the individual to the collective levels of the organization (Garud and Kumaraswamy 2005). The authors, however, leave the exploration of the precise interaction between these elements for further research.…”