Managing information technology project escalation and de-escalation: An approach-avoidance perspective

• Main Authors: PAN, Gary, PAN, Shan Ling, NEWMAN, Michael
• Format: text
• Language: English
• Published: Institutional Knowledge at Singapore Management University 2009
• Subjects: Approach-avoidance theory; Case study; De-escalation; Escalation; Process theory; Accounting; Technology and Innovation
• Online Access: https://ink.library.smu.edu.sg/soa_research/197; https://ink.library.smu.edu.sg/context/soa_research/article/1196/viewcontent/Managing_information_technology_project_escalation_av.pdf
• Institution: Singapore Management University

This paper presents an integrated theoretical process model for identifying , describing, and analyzing the complex escalation and de-escalation phenomena in software development projects. The approach-avoidance theory is used to integrate core elements of various escalation theories into a holistic, explanatory framework for the two phenomena. We use a process model to identify antecedent conditions, sequences of events, critical incidents, and outcomes over the course of a project. The analysis also operates at multiple levels: project, work, and environment. This highlights the recursive interactions between project, organizational work activities, and their contexts during the software project development process. By conceiving the processes of commitment escalation and de-escalation as sequences of events involving recurring approach-avoidance decision conflict, this research allows for a deeper understanding of the ambiguity and dilemma that decision makers face during project escalations and de-escalations. Our proposed model was both informed by a detailed case study that exhibits both project escalation and de-escalation conditions, and at the same time, illuminates the perspectives of various stakeholders.