Information Technology Project Escalation: A Process Model
ABSTRACT Information technology (IT) a common and costly problem. While much is known about the factors that promote escalation behavior, little is known about the actual escalation process. This article uses an in‐depth case study to construct a process model of escalation, consisting of three phas...
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| Veröffentlicht in: | Decision sciences Jg. 39; H. 2; S. 239 - 272 |
|---|---|
| Hauptverfasser: | , |
| Format: | Journal Article |
| Sprache: | Englisch |
| Veröffentlicht: |
Malden, USA
Blackwell Publishing Inc
01.05.2008
American Institute for Decision Sciences |
| Schlagworte: | |
| ISSN: | 0011-7315, 1540-5915, 1540-5915 |
| Online-Zugang: | Volltext |
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| Abstract | ABSTRACT
Information technology (IT) a common and costly problem. While much is known about the factors that promote escalation behavior, little is known about the actual escalation process. This article uses an in‐depth case study to construct a process model of escalation, consisting of three phases: drift, unsuccessful incremental adaptation, and rationalized continuation. Each phase encompasses several within‐phase escalation catalysts and the model also identifies triggering conditions that promote transition from one phase to the next: project framing (antecedent condition), problem emergence, increased problem visibility, and imminent threat to project continuation (triggering the outcome deescalation). The results show that escalation is not necessarily the result of collective belief in the infallibility of a project. Rather, escalation results from continued unsuccessful coping with problems that arise during a project. Furthermore, the results suggest that the seeds of escalation are sown early: the very manner in which a project is framed contributes to whether or not the project will become prone to escalation. As problems ensue, repeated mismatches between attempted remedies and underlying problems contribute to fueling the escalation process. Implications for research and practice are discussed. |
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| AbstractList | Information technology (IT) a common and costly problem. While much is known about the factors that promote escalation behavior, little is known about the actual escalation process. This article uses an in-depth case study to construct a process model of escalation, consisting of three phases: drift, unsuccessful incremental adaptation, and rationalized continuation. Each phase encompasses several within-phase escalation catalysts and the model also identifies triggering conditions that promote transition from one phase to the next: project framing (antecedent condition), problem emergence, increased problem visibility, and imminent threat to project continuation (triggering the outcome deescalation). The results show that escalation is not necessarily the result of collective belief in the infallibility of a project. Rather, escalation results from continued unsuccessful coping with problems that arise during a project. Furthermore, the results suggest that the seeds of escalation are sown early: the very manner in which a project is framed contributes to whether or not the project will become prone to escalation. As problems ensue, repeated mismatches between attempted remedies and underlying problems contribute to fueling the escalation process. Implications for research and practice are discussed. Information technology is a common and costly problem. While much is known about the factors that promote escalation behavior, little is known about the actual escalation process. This article uses an in-depth case study to construct a process model of escalation, consisting of three phases: drift, unsuccessful incremental adaptation, and rationalized continuation. Each phase encompasses several within-phase escalation catalysts and the model also identifies triggering conditions that promote transition from one phase to the next: project framing, problem emergence, increased problem visibility, and imminent threat to project continuation. The results show that escalation is not necessarily the result of collective belief in the infallibility of a project. Rather, escalation results from continued unsuccessful coping with problems that arise during a project. Furthermore, the results suggest that the seeds of escalation are sown early: the very manner in which a project is framed contributes to whether or not the project will become prone to escalation. As problems ensue, repeated mismatches between attempted remedies and underlying problems contribute to fueling the escalation process. Implications for research and practice are discussed. ABSTRACT Information technology (IT) a common and costly problem. While much is known about the factors that promote escalation behavior, little is known about the actual escalation process. This article uses an in‐depth case study to construct a process model of escalation, consisting of three phases: drift, unsuccessful incremental adaptation, and rationalized continuation. Each phase encompasses several within‐phase escalation catalysts and the model also identifies triggering conditions that promote transition from one phase to the next: project framing (antecedent condition), problem emergence, increased problem visibility, and imminent threat to project continuation (triggering the outcome deescalation). The results show that escalation is not necessarily the result of collective belief in the infallibility of a project. Rather, escalation results from continued unsuccessful coping with problems that arise during a project. Furthermore, the results suggest that the seeds of escalation are sown early: the very manner in which a project is framed contributes to whether or not the project will become prone to escalation. As problems ensue, repeated mismatches between attempted remedies and underlying problems contribute to fueling the escalation process. Implications for research and practice are discussed. Information technology (IT) project escalation is a common and costly problem. While much is known about the factors that promote escalation behavior, little is known about the actual escalation process. This article uses an in-depth case study to construct a process model of escalation, consisting of three phases: drift, unsuccessful incremental adaptation, and rationalized continuation. Each phase encompasses several within-phase escalation catalysts and the model also identifies triggering conditions that promote transition from one phase to the next: project framing (antecedent condition), problem emergence, increased problem visibility, and imminent threat to project continuation (triggering the outcome deescalation). The results show that escalation is not necessarily the result of collective belief in the infallibility of a project. Rather, escalation results from continued unsuccessful coping with problems that arise during a project. Furthermore, the results suggest that the seeds of escalation are sown early: the very manner in which a project is framed contributes to whether or not the project will become prone to escalation. As problems ensue, repeated mismatches between attempted remedies and underlying problems contribute to fueling the escalation process. Implications for research and practice are discussed. Reprinted by permission of Blackwell Publishing |
| Author | Keil, Mark Mähring, Magnus |
| Author_xml | – sequence: 1 givenname: Magnus surname: Mähring fullname: Mähring, Magnus organization: Department of Marketing and Strategy, Stockholm School of Economics, P.O. Box 6501, SE-113 83 Stockholm, Sweden, e-mail: magnus.mahring@hhs.se – sequence: 2 givenname: Mark surname: Keil fullname: Keil, Mark organization: Department of Computer Information Systems, J. Mack Robinson College of Business, Georgia State University, P.O. Box 4015, Atlanta, GA 30302-4015, e-mail: mkeil@gsu.edu |
| BackLink | https://research.hhs.se/esploro/outputs/journalArticle/Information-Technology-Project-Escalation-A-Process/991001480208306056$$DView record from Swedish Publication Index |
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| Notes | We sincerely thank the senior editor, the associate editor, and the anonymous reviewers for their helpful comments. Financial support from the Sweden-America Foundation, the Carl Silfvén Scholarship Fund and the L.E. Lundberg Foundation is gratefully acknowledged. istex:36915E706954F79EF80E85FCAC3822B13EE55604 ark:/67375/WNG-G7D9J0DF-X ArticleID:DECI191 We sincerely thank the senior editor, the associate editor, and the anonymous reviewers for their helpful comments. Financial support from the Sweden–America Foundation, the Carl Silfvén Scholarship Fund and the L.E. Lundberg Foundation is gratefully acknowledged. SourceType-Scholarly Journals-1 ObjectType-Feature-1 content type line 14 ObjectType-Article-2 content type line 23 |
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Information technology (IT) a common and costly problem. While much is known about the factors that promote escalation behavior, little is known about... Information technology (IT) a common and costly problem. While much is known about the factors that promote escalation behavior, little is known about the... Information technology is a common and costly problem. While much is known about the factors that promote escalation behavior, little is known about the actual... Information technology (IT) project escalation is a common and costly problem. While much is known about the factors that promote escalation behavior, little... |
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| SubjectTerms | and Project Management Case studies Case Study Coping Decision making Decision theory Economic psychology Escalation Escalation behaviour Escalation of Commitment Information technology IT Projects Process Model Project management Studies Visibility |
| Title | Information Technology Project Escalation: A Process Model |
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