A study of the nature of the deaf effect response to bad news reporting

Research output: Contribution to book or proceedingConference articlepeer-review

Abstract

While escalation of commitment is well known in the IS literature, a recent body of literature has arisen focusing on organizational communication as a cause of escalation. Most of this literature has focused on the failure of organization members to communicate bad news about project status. In this dissertation, I focus on the deaf effect, the failure of managers to hear, respond to or accept reports of project problems and change a failing course of action. I examine the small amount of extant literature on this phenomenon, construct an individual level conceptual model of how this effect might occur and then test that model in three studies: a laboratory experiment in which tests the basic framework of the model; a multi-cultural experiment in which we add cultural variables to the model; and a case-study in which we examine how project status is manipulated in the process of communication.

Original languageEnglish
Title of host publicationAssociation for Information Systems - 13th Americas Conference on Information Systems, AMCIS 2007
Subtitle of host publicationReaching New Heights
Pages4833-4837
Number of pages5
StatePublished - 2007
Event13th Americas Conference on Information Systems, AMCIS 2007 - Keystone, CO, United States
Duration: Aug 10 2007Aug 12 2007

Publication series

NameAssociation for Information Systems - 13th Americas Conference on Information Systems, AMCIS 2007: Reaching New Heights
Volume7

Conference

Conference13th Americas Conference on Information Systems, AMCIS 2007
Country/TerritoryUnited States
CityKeystone, CO
Period08/10/0708/12/07

Keywords

  • Bad news reporting
  • Deaf effect
  • Organizational communications
  • Project management

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