Abstract
Project escalation is known to frequently occur in the context of information systems (IS) projects. The reluctance to hear bad news--a phenomenon that has been labelled the “deaf effect”--has been suggested as a possible reason for why projects are allowed to escalate for as long as they sometimes do. The deaf effect response to whistle-blowing has received little research attention, yet may account for many cases of project escalation. The research reported here provides a definition and description of conditions under which the deaf effect is likely to occur. The theory of how the deaf effect occurs is articulated based on Miceli and Near’s theory of whistle-blowing effectiveness and further elaborated using insights from the cognitive psychology literature of decision-making and source credibility. The extended theory was then tested experimentally using a role-playing experiment. Results suggest that when a decision maker perceives a relevant message, s/he is willing to deescalate the project. Whistle-blower credibility and the salience of the message were found to be key factors in the determination of message relevance.
Original language | American English |
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Journal | Proceedings of the Inaugural (First) International Research Workshop on Information Technology Project Management |
State | Published - Dec 9 2006 |
DC Disciplines
- Business
- Technology and Innovation