Transition to IS project de-escalation: An exploration into management executive's influence tactics

Transition to IS project de-escalation: An exploration into management executive's influence tactics

This paper seeks to understand the factors that shape management executives' influence behaviors and the influence tactics that may be utilized during de-escalation of commitment to information systems (IS) projects. De-escalation is potentially a more important issue than escalation because de...

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Bibliographic Details
Main Authors: PAN, Gary, PAN, Shan Ling
Format: text
Language:English
Published: Institutional Knowledge at Singapore Management University 2011
Subjects:
Case study
de-escalation of commitment
influence behaviors
information systems (IS) project
Accounting
Management Information Systems
Technology and Innovation
Online Access:https://ink.library.smu.edu.sg/soa_research/114
https://ink.library.smu.edu.sg/context/soa_research/article/1113/viewcontent/Transition_to_IS_project_de_escalation_An_exploration_into_management_executive_s_influence_tactics.pdf
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Institution: Singapore Management University
Language: English

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https://ink.library.smu.edu.sg/soa_research/114
https://ink.library.smu.edu.sg/context/soa_research/article/1113/viewcontent/Transition_to_IS_project_de_escalation_An_exploration_into_management_executive_s_influence_tactics.pdf

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