Understanding the “90% syndrome" in software project management: a simulation-based case study
Journal of Systems and Software
Software project dynamics: an integrated approach
Software project dynamics: an integrated approach
Software failure: management failure: amazing stories and cautionary tales
Software failure: management failure: amazing stories and cautionary tales
Software runaways—some surprising findings
ACM SIGMIS Database
Software runaways: monumental software disasters
Software runaways: monumental software disasters
The Mythical Man-Month: Essays on Softw
The Mythical Man-Month: Essays on Softw
HICSS '97 Proceedings of the 30th Hawaii International Conference on System Sciences: Information System Track-Organizational Systems and Technology - Volume 3
Journal of Management Information Systems
Journal of Management Information Systems - Special section: Information technology and IT organizational impact
Moral Hazard, ethical considerations, and the decision to implement an information system
Journal of Management Information Systems
Blowing the whistle on troubled software projects
Communications of the ACM
Reluctance to report reality in troubled technology projects
Strategies for managing IS/IT personnel
European Journal of Information Systems - Including a special section on business agility and diffusion of information technology
The linkage between reporting quality and performance in IS projects
Information and Management
Information and Software Technology
Exploring Physician Adoption of EMRs: A Multi-Case Analysis
Journal of Medical Systems
Resisting the change to user stories: a trip to Abilene
International Journal of Information Systems and Change Management
The influence of checklists and roles on software practitioner risk perception and decision-making
Journal of Systems and Software
Recommendation Agents for Electronic Commerce: Effects of Explanation Facilities on Trusting Beliefs
Journal of Management Information Systems
De-escalating IT projects: the DMM model
Communications of the ACM - A View of Parallel Computing
Individual characteristics and the intention to continue project escalation
Computers in Human Behavior
A multi-criteria game theory and real-options model for irreversible ICT investment decisions
Telecommunications Policy
Effects of Organizational Learning and Knowledge Transfer on Investment Decisions Under Uncertainty
Journal of Management Information Systems
Information systems development project performance in the 21st century
ACM SIGSOFT Software Engineering Notes
ACM Transactions on Software Engineering and Methodology (TOSEM)
A socio-technical approach to improving the systems development process
Information Systems Frontiers
The end of the information system life: a model of is discontinuance
ACM SIGMIS Database
Innovating mindfully with information technology
MIS Quarterly
Determining Optimal CRM Implementation Strategies
Information Systems Research
Information systems resources and information security
Information Systems Frontiers
Predictive analytics in information systems research
MIS Quarterly
Case study: IT project escalation: A case analysis within the UK NHS
International Journal of Information Management: The Journal for Information Professionals
Computers in Human Behavior
International Journal of Human Capital and Information Technology Professionals
Runaway Information Technology Projects: A Punctuated Equilibrium Analysis
International Journal of Information Technology Project Management
International Journal of Technoethics
Toward a Unified Model of Information Systems Development Success
Journal of Database Management
The Effect of an Initial Budget and Schedule Goal on Software Project Escalation
Journal of Management Information Systems
Organizing knowledge workforce for specified iterative software development tasks
Decision Support Systems
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Software projects can often spiral out of control to become "runaway systems" that far exceed original budget and schedule projections. The behavior that underlies many runaway systems can best be characterized as "escalation of commitment to a failing course of action." The objectives of this study were to: (1) understand the extent to which IS projects are prone to escalate, (2) compare the outcomes of projects that escalate with those that do not, and (3) test whether constructs associated with different theories of escalation can be used to discriminate between projects that escalate and those that do not. A survey was administered to IS audit and control professionals and, to establish a baseline for comparison, the survey was designed to gather data on projects that did not escalate as well as those that did escalate. The results of our research suggest that between 30% and 40% of all IS projects exhibit some degree of escalation. Projects that escalated had project outcomes that were significantly worse in terms of perceived implementation performance and perceived budget/schedule performance, as compared to projects that did not escalate. Using constructs from theories that have been used to explain the escalation phenomenon, we were able to test various logistic regression models for their ability to discriminate between projects that escalate and those that do not. To construct our models, we explored constructs derived from self-justification theory, prospect theory, agency theory, and approach avoidance theory. While constructs derived from all four theories were significant in logistic regression models, the completion effect construct derived from approach avoidance theory provided the best classification of projects, correctly classifying over 70% of both escalated and non-escalated projects.