Please use this identifier to cite or link to this item:
https://doi.org/10.1109/TEM.2008.922638
DC Field | Value | |
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dc.title | Managing information technology project escalation and de-escalation: An approach-avoidance perspective | |
dc.contributor.author | Pan, G. | |
dc.contributor.author | Pan, S.L. | |
dc.contributor.author | Newman, M. | |
dc.date.accessioned | 2013-07-11T10:12:08Z | |
dc.date.available | 2013-07-11T10:12:08Z | |
dc.date.issued | 2009 | |
dc.identifier.citation | Pan, G., Pan, S.L., Newman, M. (2009). Managing information technology project escalation and de-escalation: An approach-avoidance perspective. IEEE Transactions on Engineering Management 56 (1) : 76-94. ScholarBank@NUS Repository. https://doi.org/10.1109/TEM.2008.922638 | |
dc.identifier.issn | 00189391 | |
dc.identifier.uri | http://scholarbank.nus.edu.sg/handle/10635/42550 | |
dc.description.abstract | 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 holistic, explanatory framework for the two phenomena. We use a processmodel to identify antecedent conditions, sequences of events, critical incidents, and outcomes over the course of a project. The analysis also operates at multiple levels: project, work, and environment. This highlights the recursive interactions between project, organizational work activities, and their contexts during the software project development process. By conceiving the processes of commitment escalation and de-escalation as sequences of events involving recurring approach-avoidance decision conflict, this research allows a deeper understanding of the ambiguity and dilemma that decision makers face during project escalations and de-escalations. Our proposed model was both informed by a detailed case study that exhibits both project escalation and de-escalation conditions, and at the same time, illuminates the perspectives of various stakeholders. © 2008 IEEE. | |
dc.description.uri | http://libproxy1.nus.edu.sg/login?url=http://dx.doi.org/10.1109/TEM.2008.922638 | |
dc.source | Scopus | |
dc.subject | Approach-avoidance theory | |
dc.subject | Case study | |
dc.subject | De-escalation | |
dc.subject | Escalation | |
dc.subject | Process theory | |
dc.type | Article | |
dc.contributor.department | INFORMATION SYSTEMS | |
dc.description.doi | 10.1109/TEM.2008.922638 | |
dc.description.sourcetitle | IEEE Transactions on Engineering Management | |
dc.description.volume | 56 | |
dc.description.issue | 1 | |
dc.description.page | 76-94 | |
dc.description.coden | IEEMA | |
dc.identifier.isiut | 000262778600007 | |
Appears in Collections: | Staff Publications |
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