Stuck in the Past: Why Managers Persist with New Product Failures

By Eyal Biyalogorsky, William Boulding, Richard Staelin. 2006

180 citations recorded by the source corpus.

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Sunk Costs, Uncertainty and Market Exit: A Real Options Perspective (2009, background): “However, a recent study by Biyalogorsky et al. (2006) demonstrated that, contrary to many previous explanations of escalation of commitment,1 persistence is not driven by psychological involvement with the original decision.”
Bolstering and restoring feelings of competence via the IKEA effect (2012, background): “…& Staelin, 2006; Staw, 1981), which can cause managers to continue to devote resources to failing projects they have previously invested in (Biyalogorsky et al., 2006), and the “not invented here” syndrome, in which managers refuse to use perfectly good ideas developed elsewhere in favor…”
Enforcing strategic fit of project portfolios by project termination: An empirical study on senior management involvement (2012, background): “At the same time there is a tendency of senior management to mentor their pet projects excessively, thereby allocating more resources than justifiable according to strategy or even sticking to a lost cause, known as “escalation of commitment” (Biyalogorsky et al., 2006; Brockner, 1992; He and Mittal”