Willingness to Continue with Software Projects: Effects of Feedback Direction and Optimism under High and Low Accountability Conditions
暂无分享,去创建一个
[1] Roger C. Mayer,et al. Escalation of Commitment and the Framing Effect: An Empirical Investigation , 1994 .
[2] William Remus,et al. Does Feedback Improve the Accuracy of Recurrent Judgmental Forecasts , 1996 .
[3] Jeffrey B. Vancouver,et al. Feedback Inquiry: The Effect of Source Attributes and Individual Differences , 1995 .
[4] Zbigniew H. Przasnyski,et al. On Information Systems Project Abandonment: An Exploratory Study of Organizational Practices , 1991, MIS Q..
[5] Mark Keil,et al. Turning Around Troubled Software Projects: An Exploratory Study of the Deescalation of Commitment to Failing Courses of Action , 1999, J. Manag. Inf. Syst..
[6] Mark Fichman,et al. Managerial Overcommitment in Corporate Acquisition Processes , 1994 .
[7] Charles H. Schwenk. Information, Cognitive Biases, and Commitment to a Course of Action , 1986 .
[8] Mark A. Davis,et al. A study of escalating commitment in principal–agent relationships: Effects of monitoring and personal responsibility. , 1998 .
[9] Dale T. Miller,et al. The framing of relative performance feedback: Seeing the glass as half empty or half full. , 1994 .
[10] R. Ashton,et al. Students As Surrogates In Behavioral Accounting Research - Some Evidence , 1980 .
[11] Glen Whyte,et al. Escalating Commitment in Individual and Group Decision Making: A Prospect Theory Approach , 1993 .
[12] D. Frisch. Reasons for framing effects. , 1993 .
[13] Barry M. Staw,et al. Organizational decision making: The escalation of commitment: An update and appraisal , 1996 .
[14] L. L. Cummings,et al. A test of the influence of goal orientation on the feedback-seeking process. , 1997, The Journal of applied psychology.
[15] Timo Saarinen,et al. Understanding Runaway Information Technology Projects: Results from an International Research Program Based on Escalation Theory , 1994, J. Manag. Inf. Syst..
[16] James P. Walsh,et al. An attributional analysis of decisions about making commitments , 1989 .
[17] Itamar Simonson,et al. Deescalation Strategies: A Comparison of Techniques for Reducing Commitment to Losing Courses of Action , 1992 .
[18] Pamela J. Fink,et al. If at First You Don’t Succeed , 1993 .
[19] Schneider,et al. All Frames Are Not Created Equal: A Typology and Critical Analysis of Framing Effects. , 1998, Organizational behavior and human decision processes.
[20] Barry M. Staw,et al. Behavior in escalation situations: Antecedents, prototypes, and solutions. , 1987 .
[21] Donald E. Conlon,et al. The Role of Project Completion Information in Resource Allocation Decisions , 1993 .
[22] Mark Keil,et al. Pulling the Plug: Software Project Management and the Problem of Project Escalation , 1995, MIS Q..
[23] Stephanie Newport,et al. Effects of absolute and relative sunk costs on the decision to persist with a course of action , 1991 .
[24] Glen Whyte,et al. Decision failures: why they occur and how to prevent them , 1991 .
[25] Glen Whyte,et al. Escalating Commitment to a Course of Action: A Reinterpretation , 1986 .
[26] Kenneth J. Dunegan. Framing, cognitive modes, and image theory: Toward an understanding of a glass half full. , 1993 .
[27] G. Keppel,et al. Design and Analysis: A Researcher's Handbook , 1976 .
[28] Edward J. Conlon,et al. Diffusibility of Blame: Effects on Persistence in a Project , 1987 .
[29] Edward J. Conlon,et al. Information Requests in the Context of Escalation , 1986 .
[30] Joel Brockner,et al. If at first you don't succeed, try, try again: Effects of persistence-performance contingencies, ego involvement, and self-esteem on task persistence. , 1988 .
[31] Barry M. Staw,et al. The Justification of Organizational Performance. , 1983 .
[32] Max H. Bazerman,et al. The Relevance of Kahneman and Tversky's Concept of Framing to Organizational Behavior , 1984 .
[33] Barry M. Staw,et al. Knee-deep in the Big Muddy: A study of escalating commitment to a chosen course of action. , 1976 .
[34] H. Drummond. DE-ESCALATION IN DECISION MAKING: A CASE OF A DISASTROUS PARTNERSHIP* , 1995 .
[35] Michael G. Bowen. The Escalation Phenomenon Reconsidered: Decision Dilemmas or Decision Errors? , 1987 .
[36] Bernard C. Y. Tan,et al. A Cross-Cultural Study on Escalation of Commitment Behavior in Software Projects , 2000, MIS Q..
[37] A. C. Rogers,et al. De-escalation of commitment in oil exploration : when sunk costs and negative feedback coincide , 1990 .
[38] Rajiv Sabherwal,et al. Determinants of Commitment to Information Systems Development: A Longitudinal Investigation , 1996, MIS Q..
[39] Sigal G. Barsade,et al. Escalation at the Credit Window: A Longitudinal Study of Bank Executives' Recognition and Write-Off of Problem Loans , 1997 .
[40] A. Teger,et al. Too Much Invested to Quit , 1980 .
[41] G. Northcraft,et al. Opportunity costs and the framing of resource allocation decisions , 1986 .
[42] J. Rodin,et al. Is bad news always bad? Cue and feedback effects on intrinsic motivation. , 1989 .
[43] John P. Meyer,et al. Escalating commitment to a failing course of action: Separating the roles of choice and justification , 1994 .
[44] Robert G. Lord,et al. The Effects of Explicit Goals and Specific Feedback on Escalation Processes , 1989 .
[45] Patricia J. Holahan,et al. Psychological antecedents of escalation behavior: effects of choice, responsibility, and decision consequences. , 1996, The Journal of applied psychology.
[46] Charles A. O'Reilly,et al. Responses to Failure: The Effects of Choice and Responsibility on Impression Management , 1982 .
[47] Dennis Duchon,et al. An Empirical Test of Staw and Ross's Prescriptions for the Management of Escalation of Commitment Behavior in Organizations* , 1989 .
[48] W. Remus,et al. Does feedback improve the accuracy of recurrent judgmental forecasts? , 1996, Proceedings of the Thirtieth Hawaii International Conference on System Sciences.
[49] Terence R. Mitchell,et al. Reactions to Feedback: The Role of Attributions , 1985 .
[50] Bruce E. McCain. Continuing Investment Under Conditions of Failure: A Laboratory Study of the Limits to Escalation , 1986 .
[51] Joel Brockner,et al. Escalation of Commitment to an Ineffective Course of Action: The Effect of Feedback Having Negative Implications for Self-Identity. , 1986 .
[52] F D Schoorman,et al. Psychological antecedents of escalation behavior: effects of choice, responsibility, and decision consequences. , 1996, The Journal of applied psychology.
[53] J. Brockner. The Escalation of Commitment to a Failing Course of Action: Toward Theoretical Progress , 1992 .
[54] Barry M. Staw,et al. Commitment in an experimenting society: A study of the attribution of leadership from administrative scenarios. , 1980 .
[55] B. E. McCain,et al. Continuing Investment Under Conditions of Failure: A Laboratory Study of the Limits to Escalation , 1986 .
[56] Steve Williams,et al. Behavioral Causality Orientations and Investment Decisions Following Negative Feedback , 1993 .
[57] Philip Bobko,et al. Contextual effects on escalation processes in public sector decision making , 1986 .