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IMPACT OF 'ADVERSE SELECTION' ON MANAGERS' PROJECT EVALUATION DECISIONS.

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1998The Grammars of Trust: A Model and General Implications754 cited
2004Considering Rational Self-Interest as a Disposition: Organizational Implications of Other Orientation.370 cited
2010Pluralism in Project Management: Navigating the Crossroads of Specialization and Fragmentation

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2004Communication and Co-operation on Projects Between the Project Owner As Principal and the Project Manager as Agent245 cited

2010Monitoring Effects of the Internal Audit Function: Agency Theory versus other Explanatory Variables193 cited

2016Understanding Agency Problems in Headquarters-Subsidiary Relationships in Multinational Corporations: A Contextualized Model180 cited

2013Corporate governance and risk management: The role of risk management and compensation committees164 cited

2012Anatomy of a Decision Trap in Complex New Product Development Projects157 cited

2001Keeping Mum as the Project Goes Under: Toward an Explanatory Model141 cited

1994An incentive to shirk, privately held information, and managers' project evaluation decisions133 cited

2003The impact of an ethical environment on managers' project evaluation judgments under agency problem conditions123 cited

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1999On the role of sunk costs and asset specificity in outsourcing decisions: a research note118 cited

2006Information Systems Project Continuation in Escalation Situations: A Real Options Model115 cited

2014The effects of authentic leadership on followers' ethical decision-making in the face of temptation: An experimental study110 cited

2009Organizational Silence and Whistle‐Blowing on IT Projects: An Integrated Model*109 cited