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A SEQUENTIAL LEARNING ANALYSIS OF DECISIONS IN ORGANIZATIONS TO ESCALATE INVESTMENTS DESPITE CONTINUING COSTS OR LOSSES

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References

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1986Contextual effects on escalation processes in public sector decision making

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Cited by

1999Technology Features as Triggers for Sensemaking467 cited
1996The Politics of Risk: Trials and Tribulations of the Taurus Project100 cited
1995DE‐ESCALATION IN DECISION MAKING: A CASE OF A DISASTROUS PARTNERSHIP*56 cited
1998Is Escalation Always Irrational?54 cited
1993Organizational Escalation and Exit: Lessons From the Shoreham Nuclear Power Plant53 cited
1999Can't Stop on a Dime46 cited
1993Examining the Joint Roles of Responsibility and Reinforcement History in Recommitment*44 cited
2016The sunk cost effect across species: A review of persistence in a course of action due to prior investment44 cited
1999The Effects of Feedback Equivocality on Escalation of Commitment: An Empirical Investigation of Decision Dilemma Theory143 cited
1999Are we any closer to the end? Escalation and the case of Taurus34 cited
2005A conceptualisation of task dimensions affecting escalation of commitment29 cited
2011Providing a reinforcement history that reduces the sunk cost effect27 cited
1994BEHAVIORAL CONTRAST IN A TWO‐OPTION ANALOGUE TASK OF FINANCIAL DECISION MAKING25 cited
2001Comparison of Allocations by Individuals and Interacting Groups in an Escalation of Commitment Situation121 cited
2004Behavior-analytic approaches to decision making20 cited
2014Ambiguous incentives and the persistence of effort: Experimental evidence20 cited