References
- ArkesHRBlumerCThe psychology of sunk costOrganizational Behavior and Human Decision Processes198535112414010.1016/0749-5978(85)90049-4
- AshtonRHKramerSSStudents as surrogates in behavioral accounting research: Some evidenceJournal of Accounting Research198018111510.2307/2490389
- BatemanTThe escalation of commitment in sequential decision-making: Situational and personal moderators and limiting conditionsDecision Sciences1986171334910.1111/j.1540-5915.1986.tb00211.x
- BiyalogorskyEBouldingWStaelinRStuck in the past: Why managers persist with new product failuresJournal of Marketing200670210812110.1509/jmkg.70.2.108
- BouldingWMorganRStaelinRPulling the plug to stop the new product drainJournal of Marketing Research199734116417610.2307/3152073
- BrocknerJThe escalation of commitment to a failing course of action: Toward theoretical progressAcademy of Management Review19921713961
- BrocknerJRubinJZEntrapment in Escalating Conflicts1985
- BrocknerJShawMCRubinJZFactors affecting withdrawal from an escalating conflict: Quitting before it’s too lateJournal of Experimental Social Psychology197915549250310.1016/0022-1031(79)90011-8
- ChengMMSchultzPFLuckettAFDBoothPThe effects of hurdle rates on the level of escalation of commitment in capital budgetingBehavioral Research in Accounting2003151638510.2308/bria.2003.15.1.63
- DrummondHEscalation in Decision-making: The Tragedy of Taurus1996
- FreyDRecent research on selective exposure to informationAdvances in Experimental Social Psychology198619418010.1016/S0065-2601(08)60212-9
- GarlandHThrowing good money after bad: The effect of sunk costs on the decision to escalate commitment to an ongoing projectJournal of Applied Psychology1990756728731
- GarlandHSandefurCARogersACDe-escalation of commitment in oil exploration: When sunk costs and negative feedback coincideJournal of Applied Psychology199075672172710.1037/0021-9010.75.6.721
- GreitemeyerTSchulz-HardtSFreyDThe effects of authentic and contrived dissent on escalation of commitment in group decision makingEuropean Journal of Social Psychology200939463964710.1002/ejsp.578
- HogarthRMMakridakisSForecasting and planning: An evaluationManagement Science198127211513810.1287/mnsc.27.2.115
- JonasESchulz-HardtSFreyDThelenNConfirmation bias in sequential information search after preliminary decisions: An expansion of dissonance theoretical research on selective exposure to informationJournal of Personality and Social Psychology200180455757110.1037/0022-3514.80.4.557
- KeilMEscalation of commitment in information systems development: A comparison of three theoriesAcademy of Management Proceedings19953834835210.5465/AMBPP.1995.17536634
- KeilMPulling the plug: Software project management and the problem of project escalationMIS Quarterly199519442144710.2307/249627
- KeilMMannJWhy software projects escalate: An empirical analysis and test of four theoretical modelsMIS Quarterly200024463166410.2307/3250950
- KeilMRobeyDTurning around troubled software projects: An exploratory study of the deescalation of commitment to failing courses of actionJournal of Management Information Systems1999154638710.1080/07421222.1999.11518222
- KernanMCLordRGThe effects of explicit goals and specific feedback on escalation processesJournal of Applied Social Psychology198919131125114310.1111/j.1559-1816.1989.tb01243.x
- KuGLearning to de-escalate: The effects of regret in escalation of commitmentOrganizational Behavior and Human Decision Processes2008105222123210.1016/j.obhdp.2007.08.002
- KundaZThe case for motivated reasoningPsychological Bulletin1990108348049810.1037/0033-2909.108.3.480
- LordCGRossLLepperMRBiased assimilation and attitude polarization: The effects of prior theories on subsequently considered evidenceJournal of Personality and Social Psychology197937112098210910.1037/0022-3514.37.11.2098
- McCainBEContinuing investment under conditions of failure: A laboratory study of the limits of escalationJournal of Applied Psychology198671228028410.1037/0021-9010.71.2.280
- MoldenDCHuiCMPromoting de-escalation of commitment: A regulatory-focus perspective on sunk costsPsychological Science201122181210.1177/0956797610390386
- MontealegreRKeilMDe-escalating information technology projects: Lessons from the Denver International AirportMIS Quarterly200024341744710.2307/3250968
- MowenMMMowenJCAn empirical examination of the biasing effects of framing on business decisionsDecision Sciences198617459660210.1111/j.1540-5915.1986.tb00245.x
- PanGPanSLTransition to IS project de-escalation: An exploration into management executives’ influence behaviorsIEEE Transactions on Engineering Management201158110912310.1109/TEM.2010.2048908
- PanGPanSFlynnDDe-escalation of commitment to information systems projects: A process perspectiveJournal of Strategic Information Systems200413324727010.1016/j.jsis.2004.08.001
- PanGPanSLNewmanMFlynnDEscalation and de-escalation of commitment: A commitment transformation analysis of an e-government projectInformation Systems Journal200616132110.1111/j.1365-2575.2006.00209.x
- PerlowLAOkhuysenGARepenningNPThe speed trap: Exploring the relationship between decision making and temporal contextAcademy of Management Journal200245593195510.2307/3069323
- RichardsonGPPughALIIIIntroduction to System Dynamics Modeling with DYNAMO1981
- RossJStawBMExpo 86: An escalation prototypeAdministrative Science Quarterly198631227429710.2307/2392791
- RossJStawBMOrganizational escalation and exit: Lessons from the Shoreham Nuclear Power PlantAcademy of Management Journal199336470173210.2307/256756
- RouwetteEAJAVennixJAMKorziliusHJacobsEModeling as persuasion: The impact of group model building on attitudes and behaviorSystem Dynamics Review2011271121
- RubinJZBrocknerJFactors affecting entrapment in waiting situations: The Rosencrantz and Guildenstern effectJournal of Personality and Social Psychology19753161054106310.1037/h0076937
- SchwenkCEffects of devil’s advocacy on escalating commitmentHuman Relations1988411076978210.1177/001872678804101005
- SimonsonIStawBMDeescalation strategies: A comparison of techniques for reducing commitment to losing courses of actionJournal of Applied Psychology199277441942610.1037/0021-9010.77.4.419
- SivanathanNMoldenDCGalinskyADKuGThe promise and peril of self-affirmation in de-escalation of commitmentOrganizational Behavior and Human Decision Processes2008107111410.1016/j.obhdp.2007.12.004
- StawBMKnee-deep in the big muddy: A study of escalating commitment to a chosen course of actionOrganizational Behavior and Human Performance1976161274410.1016/0030-5073(76)90005-2
- StawBMThe escalation of commitment to a course of actionAcademy of Management Review198164577587
- StawBMThe escalation of commitment: An update and appraisalOrganizational Decision Making1997191215
- StawBMFoxFVEscalation—The determinants of commitment to a chosen course of actionHuman Relations197730543145010.1177/001872677703000503
- StawBMRossJCommitment to a policy decision: A multi-theoretical perspectiveAdministrative Science Quarterly1978231406410.2307/2392433
- Staw BM and Ross J (1987). Behavior in escalation situations: Antecedents, prototypes, and solutions. In: Staw BM and Cummings LL (eds). Research in Organizational Behavior. Vol. 9 pp 39–78.
- StermanJDBusiness Dynamics: Systems Thinking and Modeling for a Complex World2000
- StreetMStreetVLThe effects of escalating commitment on ethical decision-makingJournal of Business Ethics200664434335610.1007/s10551-005-5836-z
- TegarAToo Much Invested to Quit1980
- TiwanaAKeilMFichmanRGInformation systems project continuation in escalation situations: A real options modelDecision Sciences200637335739110.1111/j.1540-5414.2006.00131.x
- VennixJAMGroup Model Building: Facilitating Team Learning Using System Dynamics1996
- WalshJPSelectivity and selective perception: An investigation of managers’ belief structures and information processingAcademy of Management Journal198831487389610.2307/256343
- YavasUResearch note: Students as subjects in advertising and marketing researchInternational Marketing Review1994114354310.1108/02651339410069236