Managing I/S design teams: a control theories perspective
Management Science
When professional standards are lax: the CONFIRM failure and its lessons
Communications of the ACM
An expanded instrument for evaluating information system success
Information and Management
Blowing the whistle on troubled software projects
Communications of the ACM
Information Systems Research
Dynamic Scheduling with Microsoft Project 2002: The Book by and for Professionals
Dynamic Scheduling with Microsoft Project 2002: The Book by and for Professionals
Portfolios of Control in Outsourced Software Development Projects
Information Systems Research
Trust-building mechanisms utilized in outsourced IS development projects: a case study
Information and Management
An extension of the technology acceptance model in an ERP implementation environment
Information and Management
Managing IT projects: communication pitfalls and bridges
Journal of Information Science
Journal of Management Information Systems - Special section: Information technology and IT organizational impact
The linkage between reporting quality and performance in IS projects
Information and Management
The effects of optimistic and pessimistic biasing on software project status reporting
Information and Management
An Integrative Contingency Model of Software Project Risk Management
Journal of Management Information Systems
Keeping Mum as the Project Goes Under: Toward an Explanatory Model
Journal of Management Information Systems
An Integrated Performance Model Information Systems Projects
Journal of Management Information Systems
Virtual workgroups in offshore systems development
Information and Software Technology
IEEE Transactions on Systems, Man, and Cybernetics, Part A: Systems and Humans
Adoption of Open Source Software: The role of social identification
Decision Support Systems
IT service climate, antecedents and IT service quality outcomes: Some initial evidence
The Journal of Strategic Information Systems
An investigation of the impact of abusive supervision on technology end-users
Computers in Human Behavior
Exploring the interaction effects of social capital
Information and Management
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This study investigates selective reporting behaviors that are pursued by project managers when communicating the status of their information system initiatives to their executives. To understand the types, motivations, impacts, and antecedents of such behaviors, a message-exchange perspective is adopted and the prior literature on IS project status reporting is reviewed. This study incorporates an empirical investigation that examined the influence of five dyadic factors on selective reporting using a survey of 561 project managers. The findings of the study reveal a positive effect of reporting quality on project performance and indicate that a specific type of selective reporting behavior (optimistic biasing) has a degrading effect on reporting quality. Moreover, the findings show that all five antecedents have a significant influence on the propensity of project managers to report selectively. Specifically, the project executive's power, the project manager's trust in the executive, and the executive's quality of communication impact selective reporting directly; the executive's familiarity with the IS development process and the executive's organizational affiliation vis-à-vis that of the project manager have an indirect influence (it is mediated through other factors). The effects of each of these factors on the two types of selective reporting (optimistic and pessimistic biasing) are examined, and the implications of these findings for both researchers and managers are discussed in this article.