Learning to de-escalate: The effects of regret in escalation of commitment

Gillian Ku

Organizational Behavior and Human Decision Processes, 2008, vol. 105, issue 2, 221-232

Abstract: The current research investigates whether and how individuals are able to learn from one escalation situation to another, hypothesizing that post-escalation regret will reduce subsequent escalation. In Experiment 1, individuals participated in an escalation task after escalating their commitments in a first escalation situation. In Experiment 2, participants' regret was manipulated by asking them to imagine engaging in an escalation situation. The experiments expand our theoretical and practical understanding of how to prevent escalation of commitment by demonstrating that escalation-specific regret--either experienced from an earlier escalation or primed through imagining an escalation scenario--reduced subsequent escalation in a different context. The discussion focuses on the theoretical and practical impact of regret and emotions in general in escalation of commitment.

Date: 2008
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (14)

Downloads: (external link)
http://www.sciencedirect.com/science/article/pii/S0749-5978(07)00081-7
Full text for ScienceDirect subscribers only

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:eee:jobhdp:v:105:y:2008:i:2:p:221-232

Access Statistics for this article

Organizational Behavior and Human Decision Processes is currently edited by John M. Schaubroeck

More articles in Organizational Behavior and Human Decision Processes from Elsevier
Bibliographic data for series maintained by Catherine Liu ().