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
Date Written: 2011
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: Suggested Citation