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Age Difference in the Effect of Relationship Closeness on Interpersonal escalating commitment

JOURNAL OF ADULT DEVELOPMENT 2025年第1期32卷 15-15页

作者： Wu, Jingxuan Wen, Xiaoning Liu, Xueping Jin, Menghan Peng, Huamao Beijing Normal Univ Inst Dev Psychol 19XinJieKouWai St Beijing Peoples R China Beijing Normal Univ Beijing Key Lab Appl Expt Psychol Beijing Peoples R China

Interpersonal escalating commitment is an individual's continued investment in a social partner regardless of the receiver's negative feedback. It reflects the effort that people devote into maintaining and managing interpersonal relationships. This study focused on the effect of relationship closeness on interpersonal escalating commitment among older and younger adults and the mediating role of emotional experiences. We performed a 2 (relationship closeness: close/distant) x 2 (age group: younger adults/older adults) mixed design. Forty-eight older adults (aged 60-82) and forty-nine younger adults (aged 18-28) were enrolled in this study. Participants completed eight interpersonal escalating commitment tasks that were derived from real-life situations. Participants' final and average tendency to escalate commitment and emotional experiences was recorded. The within-subject mediation analysis results indicated that older adults showed a higher tendency to escalate commitment in close relationships through the mediation of positive emotional experiences;younger adults did not exhibit excessive interpersonal escalating commitment even though their final tendency to invest in distant relationships was relatively higher than in close relationships. Our findings revealed an age difference in the effect of relationship closeness on interpersonal escalating commitment and the driving mechanism of emotional experiences among older adults. It allowed us to understand the reasoning behind people's seemingly irrational interpersonal investments from a perspective of lifespan motivation.

关键词： escalating commitment Interpersonal relationship Emotional experiences Age-related difference

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escalating commitment in the death zone New insights from the 1996 Mount Everest disaster

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INTERNATIONAL JOURNAL OF PROJECT MANAGEMENT 2011年第8期29卷 971-985页

作者： Alvarez, Juan Felipe Aegerter Pustina, Aferdita Hallgren, Markus Umea Univ Umea Sch Business S-90187 Umea Sweden

The procession of people and organisations that pour resources into evidently failing causes is surprising and seemingly never-ending. This phenomenon, which is called "escalating commitment" (Staw, 1976), refers to situations in which people are incapable of turning future disasters into sound current decisions. The purpose of this paper is to use the, in project management literature (Kloppenborg and Opfer, 2002), non-traditional case of the 1996 Mt Everest disaster to explain and analyse escalating commitment determinants and processes. Not only does the paper identify and add a determinant to escalation but it also treats determinants and processes in a novel and intertwined fashion. The conceptual developments and findings suggest that escalating commitment strives on conditions that are inherent to any project, which consequently project managers should be aware of. Based on the results project failures could be better explained and understood by examining several explanatory levels simultaneously. (C) 2011 Elsevier Ltd. and IPMA. All rights reserved.

关键词： escalating commitment Temporary organizations Mount Everest Processes

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escalating commitment in group decisions: Benefiting factors and measures for reduction

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GRUPPENDYNAMIK UND ORGANISATIONSBERATUNG 2008年第2期39卷 238-256页

作者： Becker-Beck, Ulrike Wend, Daniel Beethovenstr 15 D-66132 Saarbrucken Germany

escalating commitment to a course of action that is failing or incurring great costs is at least as prevalent in group decision making as in individual decisions. The first experiment studies factors influencing escalating commitment in groups in the context of social identity and dissonance theory. 36 3-person-groups had to decide about further investigations into a risky urban development project. The amount of investigations as an indicator of escalating commitment depended as well on social identity (strong vs. weak) as on the responsibility for initiating the project (high vs. low). The second study investigated the effectiveness of two interventions aimed at reducing escalating commitment: introduction of an advocatus diaboli and pre-information about psychological insights into escalating commitment. Further, interaction processes correlating with escalation or reduction of commitment are studied.

关键词： Group decision making escalating commitment group interaction processes

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escalating commitment in group decision making

Escalating commitment in group decision making

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67th Annual Meeting of the Academy of Management, AOM 2007

作者： Whyte, Glen Fassina, Neil E. Rotman School of Management University of Toronto 105 St. George St. Toronto ON M5S 3E6 Canada Asper School of Business University of Manitoba Canada

We attempt to explain and predict the behavior of groups which have launched important initiatives that over time increasingly appear to be failing. We suggest that whether negative feedback results in escalation or withdrawal is contingent on the efficacy perceptions of the decision making group. When efficacy perceptions are unduly high, groups will be initially motivated to persist despite evidence of the perils of so doing. High collective efficacy may also vitiate the quality of the group decision making process. If so, the initial desire to escalate will not only likely survive the decision making process, but may also be heightened by it. Implications of this approach for management theory, research, and practice are discussed.

关键词： Collective efficacy escalating commitment Group decision making

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The impact of banality, risky shift and escalating commitment on ethical decision making

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JOURNAL OF BUSINESS ETHICS 2004年第4期53卷 365-370页

作者： Armstrong, RW Williams, RJ Barrett, JD Univ N Alabama Coll Business Dept Marketing Florence AL 35632 USA Valdosta State Univ Dept Management Langdale Coll Business Valdosta GA 31698 USA Univ N Alabama Coll Business Dept Econ & Finance Florence AL 35632 USA

This paper posits that organizational variables are the factors that lead to the moral decline of companies like Enron and Worldcom. The individuals involved created environments within the organizations that precipitated a spiral of unethical decision-making. It is proposed that at the executive level, it is the organizational factors associated with "power" and decision-making that have the critical influence on moral and ethical behavior. The study has used variables that were deemed to be surrogate measures of the ethical violations (OSHA and EPA violations), the risky shift phenomenon (executive team size), banality of wrong-doing (reputation score for firms) and escalating commitment (tenure with the firm/change in revenue for declining firms). The research found that there were small correlations between ethical violations and the three organizational variables.

关键词： ethics Worldcom Enron banality risky-shift escalating commitment ethical decision making

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Keeping Promises: A Process Study of escalating commitment Leading to Organizational Change Collapse

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JOURNAL OF APPLIED BEHAVIORAL SCIENCE 2017年第4期53卷 417-445页

作者： Lofquist, Eric Arne Lines, Rune BI Norwegian Business Sch Kong Christian Frederiks Plass 5 N-5893 Bergen Norway NHH Norwegian Sch Econ Bergen Norway

In the present research, we employ a theoretical lensthe one of escalation of commitment to a failing course of action that so far is not sufficiently reflected in the academic literature for analyzing large-scale organizational change processes. In doing so, we highlight aspects of complex change processes that are less visible than other theoretical perspectives that use snapshots of change. Using 3-year longitudinal process data, we present an in-depth empirical study of the failed attempt at strategic reorientation known as corporatization of the Norwegian Air Traffic Control organizationAvinor. Underway, we identified an important new variable that emerged as a significant determinant for persistence and escalating commitment that eventually led to the total collapse of the strategic change project known as Take-Off 05.

关键词： escalating commitment strategic change institutional determinants

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The effects of escalating commitment on ethical decision-making

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JOURNAL OF BUSINESS ETHICS 2006年第4期64卷 343-356页

作者： Street, M Street, VL Univ S Florida Dept Management St Petersburg FL 33701 USA

Although scholars have invoked the escalation framework as a means of explaining the occurrence of numerous organizationally undesirable behaviors on the part of decision makers, to date no empirical research on the potential influences of escalating commitment on the likelihood of unethical behavior at the individual level of analysis has been reported in either the escalation or the ethical decision-making literatures. Thus, the main purpose of this project is to provide a theoretical foundation and empirical support for the contention that escalating commitment situations can induce unethical behavior in decision makers. An experimental research design utilizing a computerized investment task was administered to 155 undergraduate business majors as a means of assessing the hypotheses presented here. Results from a hierarchical logistic regression analysis found strong support for the contention that exposure to an escalation situation increases the likelihood of unethical behavior on the part of decision makers. Further, results also supported previous ethical decision-making findings by confirming the effects of locus of control (LOC) on ethical behavior. Specifically, the data indicated that individuals with an external LOC orientation were significantly more likely to select the unethical option than were individuals with an internal LOC orientation. Interestingly, support was not found for the effects of Machiavellianism or gender on ethical decision-making.

关键词： ethical decision-making escalating commitment Machiavellianism gender locus of control

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Vertical integration, escalating commitment and technological performance: evidence from firms in the US computer industry

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TECHNOLOGY ANALYSIS & STRATEGIC MANAGEMENT 2011年第3期23卷 279-296页

作者： Li, Hsiu-Ling Tang, Ming-Je Natl Taiwan Univ Dept Int Business Taipei Taiwan

We set out in this study to analyse the impact on the technological performance of firms arising from their vertical integration, along with their escalating commitment to capital investment. Our findings reveal a positive relationship between vertical integration and the technological performance of such firms. A positive correlation is also found to exist between vertical integration and escalating commitment to capital investment;in other words, a firm's rising commitment to its capital investment may well strengthen the positive effects of vertical integration on the technological performance of the firm. More importantly, the interactive effects on technological performance will tend to differ, largely dependent on the type of vertical integration. The findings of this study also indicate that vertical integration can effectively neutralise the threat to exit barriers resulting from a firm's escalating commitment to its prior investment.

关键词： Vertical integration escalating commitment technological performance exit barrier flexibility

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Sunk cost of local elected representatives in situation of fiscal competition: An example of escalating commitment

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EUROPEAN REVIEW OF APPLIED PSYCHOLOGY-REVUE EUROPEENNE DE PSYCHOLOGIE APPLIQUEE 2018年第1期68卷 1-4页

作者： Morer, M. Ansel, D. Michelik, F. Girandola, F. Univ Bourgogne Franche Comte Lab Psychol EA 3188 F-25000 Besancon France FM Entreprise 2 Rue Lac F-25660 Saone France Univ Provence Lab Psychol Sociale F-13621 Aix En Provence 1 France

Introduction. - Competition between French local communities to build infrastructures to attract enterprises and residents could sometimes result in irrational public spending. Objectives. - Show the influence of psychological factors and the phenomenon of escalating commitment in particular on this type of economic decision. Method. - We conducted a survey comprising four scenarios which were sent to 285 local elected representatives and we study the impact of the factors "Amount of sunk costs" and "Level of project completion" on two dependent variables, "the desire to complete the project" and "the judgment regarding the quality of the investment". The scenarios presented a project which involve servicing a site and the construction of a road infrastructure in order to attract an enterprise. Results. - In conformity with the works of Boehne and Paese, whatever the dependent variable, the level of project completion significantly explains the escalation of commitment. The hypothesis of "sunk costs" is confirmed when the escalation of commitment is measured by the dependent variable "desire to complete the project". Conclusion. - We have highlighted the effect of sunk costs and level of project completion on the decisions of local elected representatives, enriching the understanding of economic decision factors. (C) 2017 Elsevier Masson SAS. All rights reserved.

关键词： escalating commitment Fiscal competition Local elected representatives Sunk cost Project completion

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From offshore outsourcing to insourcing and partnerships: four failed outsourcing attempts

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EMPIRICAL SOFTWARE ENGINEERING 2014年第5期19卷 1225-1258页

作者： Moe, Nils Brede Smite, Darja Hanssen, Geir Kjetil Barney, Hamish SINTEF N-7034 Trondheim Norway Blekinge Inst Technol Karlskrona Sweden Blekinge Inst Technol Area Global Software Dev & Studies Effects Offsho Karlskrona Sweden Univ Latvia Riga Latvia Univ Latvia Area Software Engn Riga Latvia Univ New S Wales Sydney NSW Australia

Most large software companies are involved in offshore development, now small- and medium-sized companies are starting to undertake global sourcing too. Empirical research suggests that offshoring is not always successful;however, only a few comprehensive failure stories have been reported. The objective of our study has been to understand why small and medium-sized companies terminate their offshore outsourcing relationships and what alternative arrangements they undertake afterwards. Therefore, we designed a multiple case study of four medium-sized Scandinavian software companies that have terminated their offshore outsourcing relationships. Our results are based on data collected through semi-structured interviews, informal dialogues and analysis of company documents. We found that all companies terminated their offshore contracts because of low quality of the software being developed. This was caused by an inability to build the necessary human and social capital. The companies reported challenges with domain knowledge, a lack of commitment of external developers, cultural clashes, poor communication and high turnover, which only amplified the problems. After termination all four companies changed their sourcing strategy from offshore outsourcing to offshore insourcing and partnerships. We conclude that successful offshore software development requires a change from a cost-driven focus to an intellectual capital-driven focus. To prevent continuous investments into contracts that are destined to fail, companies should look for signs of escalating commitments and terminate relationships that cannot be corrected. Those companies that choose outsourcing shall also take into account that mismatch between the size of the offshore contract relative to the vendor may have a negative effect on a relationship.

关键词： Global software engineering Global software development Distributed software development Offshoring Insourcing Backsouring Outsourcing Single-loop and double-loop learning escalating commitment Intellectual capital Human capital Social capital Organizational capital SME Multiple-Case Study

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