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| Author: | Keil, M. Mann, J. Rai, A. |
| Title: | Why software projects escalate: an empirical analysis and test of four theoretical models |
| Journal: | Mis Quarterly
2000 : DEC, VOL. 24:4, p. 631-664 |
| Index terms: | SOFTWARE PROJECT MANAGEMENT EMPIRICAL RESEARCH MODELS |
| Language: | eng |
| Abstract: | 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 the authors' research suggest that between 30% and 40% of alt IS projects exhibit some degree of escalation. To construct the authors' models, they explored constructs derived from self-justification theory, prospect theory, agency theory, and approach avoidance theory. |
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