Transition to is Project De-Escalation: An Exploration into Management Executive's Influence Behaviours

IEEE Transactions on Engineering Management, (58:1), 2011, pp. 109-123

Posted: 21 Apr 2013

See all articles by Gary Pan

Gary Pan

Singapore Management University - School of Accountancy

Shan Pan

National University of Singapore (NUS)

Date Written: 2011

Abstract

This paper seeks to understand the factors that shape management executives’ influence behaviours and the influence tactics that may be utilized during de-escalation of commitment to 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 behaviours during the transition from escalation to de-escalation of a failing electronic procurement project at an UK borough council. Based on the case analysis, we presented three key factors that shaped the influence behaviours 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.

Keywords: De-escalation of Commitment, Influence Behaviours, IS Project, Case Study

JEL Classification: M40

Suggested Citation

Pan, Gary and Pan, Shan, Transition to is Project De-Escalation: An Exploration into Management Executive's Influence Behaviours (2011). IEEE Transactions on Engineering Management, (58:1), 2011, pp. 109-123. Available at SSRN: https://ssrn.com/abstract=2254243

Gary Pan (Contact Author)

Singapore Management University - School of Accountancy ( email )

60 Stamford Road
Singapore 178900
Singapore

Shan Pan

National University of Singapore (NUS) ( email )

Bukit Timah Road 469 G
Singapore, 117591
Singapore

Here is the Coronavirus
related research on SSRN

Paper statistics

Abstract Views
285
PlumX Metrics