Knee-deep in the big muddy: a study of escalating commitment to a chosen course of action

Organizational Behavior and Human Performance

Volumn 16, Issue 1, 1976, Pages 27-44

  Staw, Barry M ^a  

^a NORTHWESTERN UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0342642164     PISSN: 00305073     EISSN: None     Source Type: Journal    
DOI: 10.1016/0030-5073(76)90005-2     Document Type: Article

References (44)

1. The psychology of insufficient justification: An analysis of some conflicting data
2. Dissonance theory: Progress and problems
3. Self-perception: An alternative interpretation of cognitive dissonance phenomena
4. Self-perception theory
5. Increasing cognitive dissonance by a fait-accompli
6. The effect on dissonance of suprise consequences
7. Attitude change and attitude attribution: effects of incentive, choice, and consequences
8. The self-perception of intrinsic and extrinsic motivation
9. Bad decisions and dissonance: Nobody's perfect
10. An experiment on small rewards for discrepant compliances and attitude change
11. Personal responsibility-for-consequences: An integration and extension of the “forced compliance” literature
12. Personal responsibility and dissonance: The role of foreseen consequences: An integration and extension of the “forced compliance” literature
13. The effects of externally mediated rewards on intrinsic motivation
14. The effects of contingent and noncontingent rewards and controls on intrinsic motivation
15. Cognitive consequences of forced compliance
16. Attitudinal effects on inadequate justification
17. Compliance without pressure: The foot-in-the-door technique
18. Internal states or external stimulus: Observer's attitude judgements and the dissonance-self persuasion controversy
19. Attribution theory in social psychology
20. Postdecision dissonance at post time
21. Decision freedom as a determinant of the role of incentive magnitude in attitude change
22. Bad decisions: Effects of volition, locus of cauality, and negative consequences on attitude change
23. Pentagon papers
24. Increasing the salience of initial attitudes: Dissonance versus self-perception theory
25. Interaction effects of performance and money on self-perception of intrinsic motivation
26. Effects of choice and incentive on attitude change in a discrepant behavior situation
27. Attitudinal and behavioral consequences of changing a major organizational reward: A natural field experiment
28. Attribution of the “causes” of performance: A general alternative interpretation of cross-sectional research on organization
29. Organizational choice: A study of pre- and post-decision processes
30. The temporal sequence of post-decision processes
31. Reduction of cognitive dissonance through task enhancement and effort expenditure
32. Task acceptance dilemmas: A site for research on cognition
33. Amendments to organizational theorizing
34. Motivation reconsidered: The concept of competence