search query: @author Keil, M. / total: 8
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1.
Does peripheral knowlege complement control? An empirical test in technology outsourcing alliances
Strategic Management Journal
2007 : MAR, VOL 28:6, p. 623-634
 2007 Tiwana, A.
Keil, M.
2.
Productivity improvements in public organisations
Economic Journal
2005 : JUL, VOL. 115:505, p. 671-688
 2005 Gersbach, H.
Keil, M.
3.
Keeping Mum as the Project Goes Under: Toward an Explanatory Model
Journal of Management Information Systems
2001 : FALL, VOL. 18:2, p. 189-227
 2001 Smith, H. J.
Keil, M.
Depledge, G.
4.
Why software projects escalate: an empirical analysis and test of four theoretical models
Mis Quarterly
2000 : DEC, VOL. 24:4, p. 631-664
 2000 Keil, M.
Mann, J.
Rai, A.
5.
De-escalating information technology projects: Lessons from the Denver International Airport
MIS Quarterly
2000 : SEP, VOL. 24:3, p. 417-447
 2000 Montealegre, R.
Keil, M.
6.
A cross-cultural study on escalation of commitment behavior in software projects
Mis Quarterly
2000 : JUN, VOL. 24:2, p. 299-326
 2000 Keil, M.
7.
Information systems project escalation: A reinterpretation based on options theory
Accounting, Management & Information Technologies
1999 : APR-JUN, VOL. 9:2, p. 115-139
 1999 Keil, M.
Flatto, J.
8.
If we build it, they will come: designing information systems that people want to use
Sloan Management Review
1994 : SUMMER, VOL. 35:4, p. 11-25
 1994 Markus, M.
Keil, M.
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