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Jeffrey B. Schmidt
University of Oklahoma
36Publications
16H-index
2,562Citations
Publications 36
Newest
#1Kumar R. Sarangee (Santa Clara University)H-Index: 4
#2Jeffrey B. Schmidt (OU: University of Oklahoma)H-Index: 16
Last.Roger J. Calantone (MSU: Michigan State University)H-Index: 66
view all 3 authors...
Abstract Escalation of commitment, defined as the continuation in a failing course of action, is a persistent problem for decision makers in business markets, especially those involved in new product development (NPD). To address this issue, we use Anticipated Regret Theory to develop a model and then empirically test it to demonstrate how forward-looking emotions can lead decision makers to continue failing NPD projects in business-to-business (B2B) markets. We recognize that there are two coun...
1 CitationsSource
Typically, organizations use new product development processes composed of activities followed by decision points, where projects are continued or abandoned. A decision maker likely possesses some common information also held by other decision makers and some unique information (that only she/he possesses). If a team relies mainly on overlapping, or common, information, decisions may suffer, but if they share and utilize information originally possessed by a subset of individual members, better ...
7 CitationsSource
#1Kumar R. Sarangee (Santa Clara University)H-Index: 4
#2Jennifer L. Woolley (Santa Clara University)H-Index: 6
Last.Eileen LongH-Index: 1
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Many decision-makers struggle to reduce commitment to failing endeavors. While de-escalation mechanisms have been documented and tested in information technology, accounting, psychology, and organizational behavior, little work has addressed de-escalation in innovation. This study identifies and examines the applicability of de-escalation mechanisms specifically in new product development (NPD) projects. Initially, we conducted an extensive literature review to identify de-escalation mechanisms ...
10 CitationsSource
This paper focuses on the effects of anticipated regret during large-scale investment projects�namely new product development. Anticipated regret means worrying about the future, and decision-makers experience it prior to both making a decision and knowing the outcome of that decision. It is forward-looking while actual regret is backward-looking. Decision-makers must make project continuation/termination decisions with conflicting pressures. If they continue it, they might receive disconfirming...
14 CitationsSource
#1Jennifer L. BayukH-Index: 8
#2Jason HealeyH-Index: 2
Last.Joseph WeissH-Index: 2
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16 CitationsSource
#1Jennifer L. Bayuk (Stevens Institute of Technology)H-Index: 8
#2Jason Healey (Atlantic Council)H-Index: 2
Last.Joseph WeissH-Index: 2
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Source
#1Jennifer L. Bayuk (Stevens Institute of Technology)H-Index: 8
#2Jason Healey (Atlantic Council)H-Index: 2
Last.Joseph WeissH-Index: 2
view all 6 authors...
2 CitationsSource
#1Jennifer L. Bayuk (Stevens Institute of Technology)H-Index: 8
#2Jason Healey (Atlantic Council)H-Index: 2
Last.Joseph WeissH-Index: 2
view all 6 authors...
Source
#1Jennifer L. Bayuk (Stevens Institute of Technology)H-Index: 8
#2Jason Healey (Atlantic Council)H-Index: 2
Last.Joseph WeissH-Index: 2
view all 6 authors...
Source
#1Jennifer L. Bayuk (Stevens Institute of Technology)H-Index: 8
#2Jason Healey (Atlantic Council)H-Index: 2
Last.Joseph WeissH-Index: 2
view all 6 authors...
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