Journal of Management Information Systems - Special section: Information technology and IT organizational impact
De-escalating information technology projects: lessons from the Denver International Airport
MIS Quarterly - Special issue on Intensive research in information systems: using qualitative, interpretive, and case methods to study information technology—third installment
Blowing the whistle on troubled software projects
Communications of the ACM
Commitment development in software process improvement: critical misconceptions
ICSE '01 Proceedings of the 23rd International Conference on Software Engineering
The impact of IS Department organizational environments upon project team performances
Information and Management
De-escalation of commitment in software projects: who matters? what matters?
Information and Management
Managing limited-perspective bias in IT
Strategies for managing IS/IT personnel
Reluctance to report reality in troubled technology projects
Strategies for managing IS/IT personnel
Critical factors for successful ERP implementation: exploratory findings from four case studies
Computers in Industry - Special issue: Current trends in ERP implementations and utilisation
Examining the coalition dynamics affecting IS project abandonment decision-making
Decision Support Systems
The Effects of Information Technology Project Complexity on Group Interaction
Journal of Management Information Systems
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
Organisational factors for successful implementation of ERP systems
International Journal of Business Information Systems
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
The Journal of Strategic Information Systems
De-escalating IT projects: the DMM model
Communications of the ACM - A View of Parallel Computing
Effects of information technology failures on the market value of firms
The Journal of Strategic Information Systems
Individual characteristics and the intention to continue project escalation
Computers in Human Behavior
Time as symbolic currency in knowledge work
Information and Organization
Critical factors for successful ERP implementation: Exploratory findings from four case studies
Computers in Industry - Special issue: Current trends in ERP implementations and utilisation
Information systems development project performance in the 21st century
ACM SIGSOFT Software Engineering Notes
Journal of Systems and Software
Escalating Indecision: Between Reification and Strategic Ambiguity
Organization Science
Design science in information systems research
MIS Quarterly
Mitigating Vendor Silence in Offshore Outsourcing: An Empirical Investigation
Journal of Management Information Systems
Information Systems implementation failure: Insights from prism
International Journal of Information Management: The Journal for Information Professionals
Gaining benefits from IS/IT implementation: Interpretations from case studies
International Journal of Information Management: The Journal for Information Professionals
Factors influencing GIS project implementation failure in the UK retailing industry
International Journal of Information Management: The Journal for Information Professionals
Runaway Information Technology Projects: A Punctuated Equilibrium Analysis
International Journal of Information Technology Project Management
Information Technology Portfolio Management: Literature Review, Framework, and Research Issues
Information Resources Management Journal
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
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Project failure in the information systems field is a costly problem and troubled projects are not uncommon. In many cases, whether a troubled project ultimately succeeds or fails depends on the effectiveness of managerial actions taken to turn around or redirect such projects. Before such actions can be taken, however, management must recognize problems and prepare to take appropriate corrective measures. While prior research has identified many factors that contribute to the escalation of commitment to failing courses of action, there has been little research on the factors contributing to the deescalation of commitment. Through deescalation, troubled projects may be successfully turned around or sensibly abandoned. This study seeks to clarify the factors that contribute to software project deescalation and to establish practical guidelines for identifying and managing troubled projects. Through interviews with forty-two IS auditors, we gathered both quantitative and qualitative data about the deescalation of commitment to troubled software projects. The interviews sought judgments about the importance of twelve specific factors derived from a review of the literature on deescalation. Interviews also generated qualitative data about specific actors and actions taken to turn troubled projects around.The results indicate that the escalation and deescalation phases of projects manifest different portraits. While there were no factors that always turned projects around, many actors triggered deescalation, and many specific actions accounted for deescalation. In the majority of cases, deescalation was triggered by actors such as senior managers, internal auditors, or external consultants. Deescalation was achieved both by managing existing resources better and by changing the level of resources committed to the project. We summarize the implications of these findings in a process model of project deescalation.