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What does it take to kill a megaproject? The reverse escalation of commitment
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References

  • 2007Theory Building From Cases: Opportunities And Challenges16,654 cited
  • 2004Case Study Research15,455 cited
  • 1999Strategies for Theorizing from Process Data7,011 cited
  • 1985The psychology of sunk cost2,579 cited
  • 1993Timid Choices and Bold Forecasts: A Cognitive Perspective on Risk Taking2,041 cited
  • 2014What you Should Know about Megaprojects and Why: An Overview1,860 cited
  • 1989Project management — A managerial approach1,547 cited
  • 1999Rationality and Power: Democracy in Practice.1,531 cited
  • 2000Timid Choices and Bold Forecasts: A Cognitive Perspective on Risk Taking1,277 cited
  • 2009Organizational Path Dependence: Opening the Black Box1,261 cited
  • 1992The Escalation of Commitment to a Failing Course of Action: Toward Theoretical Progress1,056 cited
  • 1993ORGANIZATIONAL ESCALATION AND EXIT: LESSONS FROM THE SHOREHAM NUCLEAR POWER PLANT.517 cited
  • 2016Corruption in public projects and megaprojects: There is an elephant in the room!469 cited
  • 2007Curbing Optimism Bias and Strategic Misrepresentation in Planning: Reference Class Forecasting in Practice436 cited
  • 2019The Promise of Infrastructure378 cited

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  • 1990Throwing good money after bad: The effect of sunk costs on the decision to escalate commitment to an ongoing project.338 cited
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