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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Main Authors: PAN, Gary, PAN, Shan Ling
Format: text
Language:English
Published: Institutional Knowledge at Singapore Management University 2011
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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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spelling sg-smu-ink.soa_research-11132020-01-14T13:39:10Z Transition to IS project de-escalation: An exploration into management executive's influence tactics PAN, Gary PAN, Shan Ling 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-escalation provides remedies for the ills of escalation. Therefore, it is important to understand how project stakeholders' commitment to troubled IS projects may be transformed under management executives' influence, hence allowing project teams to carry out their de-escalation activities. Here, we adopt theories of leadership, politics, and interpersonal influence, as our lenses to examine the management executive's influence behaviors during the transition from escalation to de-escalation of a failing electronic procurement project at UK Borough Council. Based on the case analysis, we presented three key factors that shaped the influence behaviors and six influence tactics utilized separately or collectively by the management executive in the unfreezing, changing, and refreezing phases of project de-escalation. Through the findings, researchers may develop a deeper understanding of how project stakeholders may surrender previous failing courses of action and accept alternative courses of action. Practitioners may also devise useful influence tactics when de-escalating troubled IS projects. 2011-01-01T08:00:00Z text application/pdf https://ink.library.smu.edu.sg/soa_research/114 info:doi/10.1109/TEM.2010.2048908 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 http://creativecommons.org/licenses/by-nc-nd/4.0/ Research Collection School Of Accountancy eng Institutional Knowledge at Singapore Management University Case study de-escalation of commitment influence behaviors information systems (IS) project Accounting Management Information Systems Technology and Innovation
institution Singapore Management University
building SMU Libraries
continent Asia
country Singapore
Singapore
content_provider SMU Libraries
collection InK@SMU
language English
topic Case study
de-escalation of commitment
influence behaviors
information systems (IS) project
Accounting
Management Information Systems
Technology and Innovation
spellingShingle Case study
de-escalation of commitment
influence behaviors
information systems (IS) project
Accounting
Management Information Systems
Technology and Innovation
PAN, Gary
PAN, Shan Ling
Transition to IS project de-escalation: An exploration into management executive's influence tactics
description 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-escalation provides remedies for the ills of escalation. Therefore, it is important to understand how project stakeholders' commitment to troubled IS projects may be transformed under management executives' influence, hence allowing project teams to carry out their de-escalation activities. Here, we adopt theories of leadership, politics, and interpersonal influence, as our lenses to examine the management executive's influence behaviors during the transition from escalation to de-escalation of a failing electronic procurement project at UK Borough Council. Based on the case analysis, we presented three key factors that shaped the influence behaviors and six influence tactics utilized separately or collectively by the management executive in the unfreezing, changing, and refreezing phases of project de-escalation. Through the findings, researchers may develop a deeper understanding of how project stakeholders may surrender previous failing courses of action and accept alternative courses of action. Practitioners may also devise useful influence tactics when de-escalating troubled IS projects.
format text
author PAN, Gary
PAN, Shan Ling
author_facet PAN, Gary
PAN, Shan Ling
author_sort PAN, Gary
title Transition to IS project de-escalation: An exploration into management executive's influence tactics
title_short Transition to IS project de-escalation: An exploration into management executive's influence tactics
title_full Transition to IS project de-escalation: An exploration into management executive's influence tactics
title_fullStr Transition to IS project de-escalation: An exploration into management executive's influence tactics
title_full_unstemmed Transition to IS project de-escalation: An exploration into management executive's influence tactics
title_sort transition to is project de-escalation: an exploration into management executive's influence tactics
publisher Institutional Knowledge at Singapore Management University
publishDate 2011
url 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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