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Nonrational escalation of commitment in negotiation

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  • Bazerman, Max
  • Neale, Margaret

Abstract

In business, as in other forms of human activity, negotiators can fall into traps and make choices and behave in ways which act against their own selfinterest and that of the organizations they represent -- sometimes with catastrophic consequences. A common trap is that of nonrationally escalating a commitment to a previous course of action. Giving case studies in America of such events. Max Bazerman and Margaret Neale identify three critical psychological motives for managers (and others) to escalate initial commitments into a competitive spiral that can ultimately be very damaging. Such escalation can even occur without competition.

Suggested Citation

  • Bazerman, Max & Neale, Margaret, 1992. "Nonrational escalation of commitment in negotiation," European Management Journal, Elsevier, vol. 10(2), pages 163-168, June.
    • Handle: RePEc:eee:eurman:v:10:y:1992:i:2:p:163-168
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    Cited by:

    1. Ulrike Malmendier & Vincenzo Pezone & Hui Zheng, 2023. "Managerial Duties and Managerial Biases," Management Science, INFORMS, vol. 69(6), pages 3174-3201, June.
    2. Malmendier, Ulrike & Pezone, Vincenzo & Zheng, Hui, 2023. "Managerial duties and managerial biases," Other publications TiSEM 0a626e3a-92f0-4077-bc4c-6, Tilburg University, School of Economics and Management.
    3. Malmendier, Ulrike M. & Pezone, Vincenzo & Zheng, Hui, 2020. "Managerial Duties and Managerial Biases," CEPR Discussion Papers 14929, C.E.P.R. Discussion Papers.
    4. Marietta Peytcheva & Peter R. Gillett, 2012. "Auditor perceptions of prior involvement and reputation threats as antecedents of quality threatening audit behavior," Managerial Auditing Journal, Emerald Group Publishing, vol. 27(9), pages 796-820, October.

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