Decision-making and behavior fluidity: How focus on completion and emphasis on safety changes over the course of projects
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Bibliographic InfoArticle provided by Elsevier in its journal Organizational Behavior and Human Decision Processes.
Volume (Year): 93 (2004)
Issue (Month): 1 (January)
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Web page: http://www.elsevier.com/locate/obhdp
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Boehne, Donna M. & Paese, Paul W., 2000. "Deciding Whether to Complete or Terminate an Unfinished Project: A Strong Test of the Project Completion Hypothesis," Organizational Behavior and Human Decision Processes, Elsevier, vol. 81(2), pages 178-194, March.
- Sivanathan, Niro & Molden, Daniel C. & Galinsky, Adam D. & Ku, Gillian, 2008. "The promise and peril of self-affirmation in de-escalation of commitment," Organizational Behavior and Human Decision Processes, Elsevier, vol. 107(1), pages 1-14, September.
- He, Xin & Mittal, Vikas, 2007. "The effect of decision risk and project stage on escalation of commitment," Organizational Behavior and Human Decision Processes, Elsevier, vol. 103(2), pages 225-237, July.
- Mohammed, Susan & Harrison, David A., 2013. "The clocks that time us are not the same: A theory of temporal diversity, task characteristics, and performance in teams," Organizational Behavior and Human Decision Processes, Elsevier, vol. 122(2), pages 244-256.
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