Escalation of commitment is a common and costly problem among information system projects. Although the potential of de-escalation of commitment to failing courses of action has been much heralded, many de-escalation efforts may result in failure due to constituencies biasing facts in the...

This paper serves as a stimulus to investigators to examine the role organizational politics plays in decisions leading to the abandonment of information systems (IS) projects. While prior research has identified the development of IS projects as a highly political process, where stakeholders...

This paper reports on the experience of an organization in Singapore in implementing and eventually abandoning an electronic procurement project. By means of a stakeholder analysis, this paper examines stakeholders’ roles in the organization’s decision to abandon the software project. This...

This paper presents a commitment transformation framework for analysing the change in actors’ commitment during the transition from escalation to deescalation in information technology projects. De-escalation is potentially a more important issue than escalation because de-escalation provides...

This paper presents an integrated theoretical process model for identifying, describing and analyzing the complex escalation and de-escalation phenomena in software development projects. The Approach-avoidance theory is used to integrate core elements of various escalation theories into a...

This paper outlines a project evaluation model for examining escalation and de-escalation of commitment to information systems projects. We view escalation and de-escalation of commitment as processes involving recurring instances of approach-avoidance conflict. In the model, the sequential...