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Relevant bibliographies by topics / Escalation of commitment

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Academic literature on the topic 'Escalation of commitment'

Author: Grafiati

Published: 4 June 2021

Last updated: 20 February 2023

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Journal articles on the topic "Escalation of commitment"

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Kunz, Jennifer. "Escalation of Commitment." WiSt - Wirtschaftswissenschaftliches Studium 42, no. 11 (2013): 650–52. http://dx.doi.org/10.15358/0340-1650_2013_11_650.

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Andhini, Mega Murti. "Pengaruh Gender Dan Faktor Risiko Individu Terhadap Perilaku Eskalasi Komitmen." Jurnal Ekonomika Dan Bisnis (JEBS) 2, no. 1 (2022): 433–39. http://dx.doi.org/10.47233/jebs.v2i1.125.

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Escalation of commitment is the tendency of the decision maker to maintain his commitment to decisions they made in the past. Decision makers become irrational by maintaining their commitment to continue using their resources on a failed action. In financing an investment project, the escalation of commitments can harm the company and eliminate opportunities for the company to grow in the future. This study examines the effect of gender and risks on the escalation of commitment behavior. The research subjects used were 98 students of the Department of Management. This study used a 2x2 factorial experimental design between subjects. The results showed that based on gender, women tend to escalate commitments compared to men. The results of this study also concluded that individuals with risk seekers tend to increase their commitment to an incorrect decision.

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Molden, Daniel C., and Chin Ming Hui. "Promoting De-Escalation of Commitment." Psychological Science 22, no. 1 (2010): 8–12. http://dx.doi.org/10.1177/0956797610390386.

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Filipowicz, Allan, Neil Bearden, and Kriti Jain. "Anger and Escalation of Commitment." Academy of Management Proceedings 2012, no. 1 (2012): 16030. http://dx.doi.org/10.5465/ambpp.2012.16030abstract.

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Rosana, Kevilia, and Jesica Handoko. "EFFECT OF HURDLE RATE AND CONFIDENCE ON COMMITMENT ESCALATION." JOURNAL OF ACCOUNTING, ENTREPRENEURSHIP AND FINANCIAL TECHNOLOGY (JAEF) 3, no. 1 (2021): 1–14. http://dx.doi.org/10.37715/jaef.v3i1.1828.

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Companies make investments to benefit from existing projects. Managers are responsible for every investment decision taken, which must be correct and bring big profits to the future. They have to make the right decisions in continuing or stopping the project. However, managers sometimes make wrong decisions by continuing to continue less profitable projects, known as escalation of commitment. Escalation of commitment is the decision to continue the manager's project even though it is known to be in an unfavorable state to the maximum. This study aims to determine the effect of hurdle rates and confidence on the escalation of commitment. The study's research design used a 3x2 experiment between subjects carried out to Accounting students in WMCUS who had passed the management accounting course. The data from the experiment will be analyzed using ANOVA statistical tools. The results obtained in this study are (a) hurdle rates significantly induced escalation of commitment and (b) confidence does not affect escalation of commitment. Also, there is no interaction between hurdle rates and confidence in the escalation of commitment. It concluded that using student participants tends to escalate their commitment in believing that it will provide gain in the future. The results obtained in this study are (a) hurdle rates significantly induced escalation of commitment and (b) confidence does not affect escalation of commitment. Also, there is no interaction between hurdle rates and confidence in an escalation of commitment. It concluded that using student participants tends to escalate their commitment in believing that it will provide gain in the future. The results obtained in this study are (a) hurdle rates significantly induced escalation of commitment and (b) confidence does not affect escalation of commitment. Besides, there is no interaction between hurdle rates and confidence in an escalation of commitment. It concluded that using student participants tends to escalate their commitment in believing that it will provide gain in the future

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Chulkov, Dmitriy V. "Escalation of commitment and information security: theories and implications." Information & Computer Security 25, no. 5 (2017): 580–92. http://dx.doi.org/10.1108/ics-02-2016-0015.

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Purpose This study aims to explore the challenges that the escalation of commitment poses to information security. Design/methodology/approach Two distinct scenarios of escalation behavior are presented based on literature review. Psychological, organizational and economic theories on escalation of commitment are reviewed and applied to the area of information security. Findings Escalation of commitment involves continuation of a course of action after receiving negative information about it. In the information security compliance context, escalation affects a firm when an employee decides to break the firm’s information security policy to complete a failing task. In the information security investment context, escalation occurs if a manager continues investment in policies and solutions that are ineffective because of psychological, organizational or economic factors. Both of these types of escalation may be prevented with de-escalation techniques including a change in management or rotation of duties, monitoring, auditing and governance mechanisms. Practical implications Implications of escalation of commitment behavior for information security decision-makers and for future research are discussed. Originality/value This study complements the literature by establishing the context of escalation of commitment in decisions related to information security and reviewing managerial and economic theories on escalation of commitment.

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Pan, Gary, Shan L. Pan, Michael Newman, and Donal Flynn. "Escalation and de-escalation of commitment: a commitment transformation analysis of an e-government project." Information Systems Journal 16, no. 1 (2006): 3–21. http://dx.doi.org/10.1111/j.1365-2575.2006.00209.x.

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Chulkov, Dmitriy V., and John M. Barron. "ESCALATION OF COMMITMENT AND CEO DEPARTURES: THEORY AND EVIDENCE." Journal of Business Economics and Management 22, no. 6 (2021): 1416–35. http://dx.doi.org/10.3846/jbem.2021.15532.

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The escalation of commitment process involves a decision-maker continuing commitment to an investment after receiving negative information. This study develops a principal-agent model to explore how escalation decisions are linked with departures of CEOs from the position. With asymmetric information, a CEO has an incentive to conceal prior decision errors by escalating commitment to failing investments and leaving the firm before the outcome of investment decisions is disclosed publicly. Results of empirical analysis based on a sample of over 3,000 US firms are consistent with the theory and demonstrate that firms’ reporting of low financial performance relative to their industry as well as initiation of new discontinued operations are preceded, and not followed, by unplanned CEO departures.

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Ku, Gillian. "Before Escalation: Behavioral and Affective Forecasting in Escalation of Commitment." Personality and Social Psychology Bulletin 34, no. 11 (2008): 1477–91. http://dx.doi.org/10.1177/0146167208322559.

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Rysdi Edfa, Annisa, and Sany Dwita. "Pengaruh Informasi Investasi Dan Overconfidence Terhadap Eskalasi Komitmen." JURNAL EKSPLORASI AKUNTANSI 1, no. 4 (2019): 1916–32. http://dx.doi.org/10.24036/jea.v1i4.186.

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This study aims to examine the effect of investment information and overconfidence in the commitment escalation. The population in this study were students of the Master Program in the Faculty of Economics, Padang State University. A total of 64 people agreed in this study. The hypothesis of this study is managers who experience negative investment information will tend to escalate commitments than managers who receive positive investment information managers with overconfidence will tend to escalate commitments than managers with underconfidence. Laboratory experiments with a 2 x 2 factorial design were carried out. 64 MM and MPdE students—as proxies of project managers—participate in an experiment. One-way ANOVA is used at Hypothesis test. Results that showed significant investment information on the escalation of commitments with a significance value of the One Way ANOVA analysis test of 0.00 <0.05. Overconfidence does not affect managers' decisions in escalating commitments in this study. The significance value of the One Way ANOVA analysis test was 0.74> 0.05.

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Dissertations / Theses on the topic "Escalation of commitment"

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Pan, Gary S. C. "Escalation and de-escalation of commitment to information systems projects : an approach-avoidance perspective." Thesis, University of Manchester, 2004. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.551652.

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Soltwisch, Brandon William. "The Role of Emotional Intelligence in Escalation of Commitment Decisions: An Empirical Investigation." OpenSIUC, 2012. https://opensiuc.lib.siu.edu/dissertations/587.

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Escalation of commitment refers to the tendency of decision makers to continue with failing courses of action (Staw, 1981). An abundance of research has shown that decision makers persistently escalate commitment to less favorable alternatives when making a series of decisions related to a single course of action. This decision making fallacy occurs across a wide range of personal and professional settings, and has significant implications for management and policy. There has been a wealth of research suggesting various explanations for why escalating commitment occurs across a wide range of situations; however, there have been relatively few studies investigating factors that may reduce this type of irrational decision making. Emotional intelligence is the ability to recognize and understand emotional information in oneself and others and use that information to guide one's thinking and behavior (Salovey & Mayer, 1990). This study investigated the previously unexplored relationship between emotional intelligence and escalation of commitment decisions. It also examined whether anticipatory emotions and risk perceptions mediate the relationship between emotional intelligence and escalation of commitment. It was hypothesized that individuals who have higher emotional intelligence will be less likely to commit additional funds to unfavorable courses of action, and that this relationship is mediated by anticipatory emotions and risk perceptions. These hypotheses were tested using a scenario based experiment with 110 undergraduate students at a large Midwestern university. Escalation of commitment was measured using Staw's (1976) "Adams & Smith Financial Decision Case" (p.30). Emotional intelligence was measured using the 33-item emotional intelligence scale (Schutte, Malouff, Hall, Haggerty, Cooper, Golden, & Dornheim, 1998) The relationship between emotional intelligence and escalation of commitment was tested using regression analysis, and the mediating relationships (anticipatory emotions, risk perceptions) were tested using Baron and Kenny's (1986) mediation procedure. Findings from the study reveal several practical and theoretical contributions. Results suggest that emotional intelligence is not significantly related to escalation of commitment. However, anticipatory emotions were shown to play an important role in one's tendency to escalate commitments. Those who anticipated more positive emotions about finishing the course of action were significantly more likely to escalate commitments toward its completion. In addition, managerial experience was significant in reducing one's tendency to escalate commitments. Results, strengths, weaknesses and future research directions are discussed in relation to the current study.

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Rice, M. T. "Escalation of commitment behaviour : a critical, prescriptive historiography." Thesis, Coventry University, 2010. http://curve.coventry.ac.uk/open/items/4a1d1bfe-f361-4f8f-3fdd-132444afcaf8/1.

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Escalation of Commitment (EoC) behaviour occurs when a Decision Making Unit (DMU), such as an individual or group, continues with a course of action despite receiving negative feedback about it. Much research exists, within multiple disciplines, which attempts to explain why DMUs continue with failing courses of action. To date however, there has been very little critical inquiry of such research. Using a historical research approach, this thesis reviews and critically assesses all existing EoC behaviour research and concludes that a number of serious issues exist. These include the use of multiple labels by authors to describe the phenomenon; the considerable uncertainty that exists regarding which DMUs are subject to EoC behaviour; the existence of multiple, concurrent definitions for each ‘theory label’ and important EoC behaviour concepts, such as escalation, DMU, resource, success, failure and commitment, not being adequately defined. It is contended that these and other issues exist primarily because of the scope of the phenomenon and the resultant high quantity and complexity of research; all of which impair research technique. However, independent, pre-existing research technique issues are also proposed as reasons. Ultimately, it is argued that the state of EoC behaviour research is poor. It is considered that the mere recognition of the issues raised in this thesis will assist in the improvement of the research. Yet this aspect in isolation is deemed inadequate. In response, a prescriptive technique is developed which is bifurcated between resolutely defining the important concepts related to EoC behaviour research and creating an ‘integrated framework’ which includes all existing EoC behaviour determinants from all research disciplines. The proposed framework also identifies a number of new potential determinants of EoC behaviour, including the Autoepistemic Sunk Cost Effect (ASCE), the age of the DMU and anthropomorphic revenge motives. It is suggested that these two prescriptive responses will also promote focussed future EoC behaviour research, designated in the thesis as research direction. This thesis contributes to existing knowledge by not only recognising research issues that have not previously been acknowledged but also by prescribing for these issues through a complete concept exploration, coupled with a complete collective framework.

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Binder, David Lloyd. "Resource allocation : the escalation of commitment or cognitive bolstering? /." The Ohio State University, 1985. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487260135356875.

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Qing, Zhang. "An investigation into organizational commitment in the investment decision-making process : escalation, de-escalation and strategic control." Thesis, Loughborough University, 1998. https://dspace.lboro.ac.uk/2134/7097.

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This research aims to investigate organizational commitment in the investment decision-making process around the themes of escalation, de-escalation and strategicc ontrol. This research involves a synergic chain of various methods such as narrative review, meta-analytical synthesis, archival analysis, case study, field experiment, and survey. The research per se follows the COAI design (i.e. conceptualization, operationalization, actualization and idealization) and goes through eight stages (i.e. 8Cs): conceiving, contriving, controlling, co-or'dinating, calibrating, conducting, collecting, and concentering the research. The results of the review of previous research on escalation of commitment in the investment decision-making context reveal that the literature on the escalation and de-escalation of organizational commitment is discrete and quantitatively focused. The results of the meta-analytical synthesis of the escalating commitment literatures confirm that the escalating commitment literature is inconsistent. The results of the longitudinal case study via participant observation reveal that escalating commitment can originate from, inter alia, psychological, strategic, operational, social, political, institutional, ideological. and environmental dilemmas and that the processes can be cyclically interweaved by varying conflicting perceived utilities including, those of experimenting, persisting, time-biding, and withdrawing. The results of two field experiments reveal that, contrary to earlier research, the higher the sunk costs the less likely investment decision-makers are to authorize funds to continue with the string of investments and the lower their estimates are of the likelihood that the next investment will be productive. The results of the survey by means of semi-structured interview provide a statistical confirmation of the relevance of a conceptualized process model of strategic control and reveal that the Chinese general managers interviewed ascribed a higher level of importance to the idealization phase of strategic control and exposed some discernible weaknesses in the process of strategic control. The research concludes with an explanation of the role of strategic control over investments and with a tentative framework for the practical strategic control of investments. This research recommends that future practice should focus on the effective management of investments in a way which integrates differing rationalities in the full organizational context; it should address the dynamics of organizational commitment in a broader way which covers, inter alia, economic, psychological, political, operational, environmental, social, cultural and institutional perspectives; and it should emphasize both external and internal strategic control factors inherent in the decision-making process in a manner which echoes the principle of unity. It is also recommended that future research should include new research inquiry systems, new research frameworks, new research techniques, and new research dimensions in both the laboratory (e. g. virtual reality) and the real world settings (e. g. longitudinal observation and cross-cultural comparative studies).

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Chugh, Harveen. "University spinouts : an escalation of commitment and organisational learning perspective." Thesis, Imperial College London, 2007. http://hdl.handle.net/10044/1/11459.

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Zipfel, Christoph. "Ende mit Schrecken oder Schrecken ohne Ende escalation of commitment in Gruppen." Berlin Logos-Verl, 2006. http://deposit.d-nb.de/cgi-bin/dokserv?id=2972246&prov=M&dok_var=1&dok_ext=htm.

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Kasi, Vijay. "Escalation of Commitment in Information Technology Projects: A Goal Setting Theory Perspective." unrestricted, 2007. http://etd.gsu.edu/theses/available/etd-12032007-190226/.

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Thesis (Ph. D.)--Georgia State University, 2007.<br>Title from file title page. Mark Keil, committee chair; Henry Moon, Arun Rai, Detmar Straub, committee members. Electronic text (190 p. : ill. (some col.)) : digital, PDF file. Description based on contents viewed Feb. 22, 2008. Includes bibliographical references (p. 156-168).

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Zipfel, Christoph. "Ende mit Schrecken oder Schrecken ohne Ende : escalation of commitment in Gruppen /." Berlin : Logos-Verl, 2007. http://deposit.d-nb.de/cgi-bin/dokserv?id=2972246&prov=M&dok_var=1&dok_ext=htm.

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Babatunde, Adebimpe Yetunde. "Perceived Self-Efficacy and Dispositional Optimism in Leaders' Behavioral Escalation of Commitment." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/2200.

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Escalation of commitment is an individual's persistent behavior at sustaining commitment to an original decision or course of action. Although researchers have found that personality impacts escalation of commitment behavior, this study addressed a gap in escalation of commitment behavior regarding personality in higher education, which has consistently been ignored. Building on the self-justification theory, this study was an investigation of (a) whether perceived self-efficacy and dispositional optimism individually predicted escalation of commitment behavior; and (b) whether perceived self-efficacy and dispositional optimism jointly predicted escalation of commitment behavior after controlling for age, gender, ethnicity, socioeconomic status, and tenure. Hierarchical regression was performed using a sample of 76 participants from a community college in Minnesota. Results suggested that only perceived self-efficacy will predict leaders' escalation of commitment behavior and not dispositional optimism. The result of this study has implications for positive social change by aiding effective leadership decision making, enabling better screening and recruiting process, and allowing organizations to develop specific training and intervention programs that will help educational leaders utilize their positive attributes appropriately.

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Books on the topic "Escalation of commitment"

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Röber, Björn. Escalation of Commitment in Internationalization Processes. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-69102-2.

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Pott, Philipp. Commitment, decision revision and loss escalation: A summary of three studies, Cologne and Siegen, Germany, summer 1993. P. Pott, 1993.

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Schwenk, Charles R. Escalating commitment: Effects of conflicting expert advice. College of Commerce and Business Administration, Bureau of Economic and Business Research, University of Illinois, Urbana-Champaign, 1986.

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Hertweck, Dieter. Escalating Commitment als Ursache gescheiterter DV-Projekte. Deutscher Universitätsverlag, 2003. http://dx.doi.org/10.1007/978-3-322-81489-0.

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Wilson, R. M. S. Entrapment/escalating commitment in the investment decision making context: A review. Loughborough University Business School, 1995.

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Wilson, R. M. S. Entrapment/escalating commitment in the investment decision making context: The roleof China mentality. Loughborough University Business School, 1995.

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Zhang, Qing. Entrapment/escalating commitment in the investment decision making context: A meta-analytical synthesis. Loughborough University Business School, 1995.

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Wilson, R. M. S. Entrapment/escalating commitment in the investment decision-making process revisited: A conflicting perceived utility model. Loughborough University Business School, 1995.

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Drummond, Helga. Megaproject Escalation of Commitment. Edited by Bent Flyvbjerg. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780198732242.013.10.

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Megaprojects frequently go awry. Not only do a good many take a lot longer and cost a lot more than expected; the benefits may fall far short of what was promised. A question that has puzzled scholars is why organizations persist when it becomes abundantly clear that important expectations will not be met. This chapter explores a phenomenon known as “escalation of commitment.” Escalation theorists believe that once megaprojects get underway, decision makers are likely to experience mounting pressures to persist—regardless. Four main questions are addressed. How does escalation start? What drives decision makers to reinvest in economically poor megaprojects? What can decision makers do to curb project “run-aways”? How can research best help decision makers to make better—that is, more economically wise–decisions?

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Zhang, Qing. An investigation into organizational commitment in the investment decision-making process: Escalation, de-escalation and strategic control. 1998.

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Book chapters on the topic "Escalation of commitment"

1

Röber, Björn. "Escalation of Commitment in Internationalization Processes." In MIR Series in International Business. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-69102-2_3.

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Hertweck, Dieter. "Fallstudien — „Escalation of Commitment“ in gescheiterten DV-Projekten." In Escalating Commitment als Ursache gescheiterter DV-Projekte. Deutscher Universitätsverlag, 2003. http://dx.doi.org/10.1007/978-3-322-81489-0_4.

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Stray, Viktoria Gulliksen, Nils Brede Moe, and Tore Dybå. "Escalation of Commitment: A Longitudinal Case Study of Daily Meetings." In Lecture Notes in Business Information Processing. Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-30350-0_11.

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Röber, Björn. "Empirical Analysis of Escalation of Commitment in Internationalization Process Decision-Making." In MIR Series in International Business. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-69102-2_4.

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Li, Wei, Zerong Liu, and Yang Tang. "The Majority of Stockholders’ Subscription Option in SEO and Escalation of Commitment." In Computational Risk Management. Springer Berlin Heidelberg, 2011. http://dx.doi.org/10.1007/978-3-642-18387-4_23.

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Evans, David C. "Escalating Commitment." In Bottlenecks. Apress, 2017. http://dx.doi.org/10.1007/978-1-4842-2580-6_16.

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Jaramillo, Fernando, and Paul E. Spector. "Sunk Cost Effect, Escalation of Commitment and the Principle of Fungibility: Consumers’ Reactions to Membership Cards." In Creating and Delivering Value in Marketing. Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-11848-2_48.

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Pongelli, Claudia, Salvatore Sciascia, and Tommaso Minola. "Do We Really Want to Cut Out the Deadwood? Family-Centered Noneconomic Goals, Restructuring Aversion, and Escalation of Commitment." In The Palgrave Handbook of Heterogeneity among Family Firms. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-77676-7_18.

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Hertweck, Dieter. "Einleitung." In Escalating Commitment als Ursache gescheiterter DV-Projekte. Deutscher Universitätsverlag, 2003. http://dx.doi.org/10.1007/978-3-322-81489-0_1.

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Hertweck, Dieter. "Begrifflichkeiten und Theorieansätze." In Escalating Commitment als Ursache gescheiterter DV-Projekte. Deutscher Universitätsverlag, 2003. http://dx.doi.org/10.1007/978-3-322-81489-0_2.

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Conference papers on the topic "Escalation of commitment"

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van der Pas, Mark, and Niels van der Pas. "ESCALATION OF COMMITMENT IN NPD AND COST SAVING IT PROJECTS." In 12th IADIS International Conference Information Systems 2019. IADIS Press, 2019. http://dx.doi.org/10.33965/is2019_201905c009.

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Park, Kenneth J., and Nicholas Berente. "Institutionalization, Embedded Rationality, and the Escalation of Commitment to IT Projects." In 2012 45th Hawaii International Conference on System Sciences (HICSS). IEEE, 2012. http://dx.doi.org/10.1109/hicss.2012.329.

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Razak, Linda Arisanty, Haliah, Abd Hamid Habbe, Mediaty, and Arifuddin. "Effect of Framing and Locus of Control on Commitment Escalation in Investment Decisions." In Proceedings of the 3rd International Conference on Accounting, Management and Economics 2018 (ICAME 2018). Atlantis Press, 2019. http://dx.doi.org/10.2991/icame-18.2019.27.

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Selim, Mohammad. "Escalation commitment in decision making and its possible effects in the long run." In 2020 International Conference on Decision Aid Sciences and Application (DASA). IEEE, 2020. http://dx.doi.org/10.1109/dasa51403.2020.9317096.

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Vera, Nevia Prima, and Sany Dwita. "The Effect of Attribution Bias and Framing Negative on Commitment Escalation in Investment Decisions." In The Fifth Padang International Conference On Economics Education, Economics, Business and Management, Accounting and Entrepreneurship (PICEEBA-5 2020). Atlantis Press, 2020. http://dx.doi.org/10.2991/aebmr.k.201126.008.

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Priandi, Muhammad, Walter Fernandez, and M. S. Sandeep. "’Escalation of Commitment’ as a Force for Good? Evidence from an Indonesian Digital Government Project." In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2020. http://dx.doi.org/10.24251/hicss.2020.278.

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"Escalation of Commitment Amongst Collective Decision Makers: Learnings for Company Boards From New Zealand’s Covid-19 Panic." In 16th European Conference on Management Leadership and Governance. ACPI, 2020. http://dx.doi.org/10.34190/elg.20.063.

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Mahaney, Robert C., and Albert L. Lederer. "Runaway information systems projects and escalating commitment." In the 1999 ACM SIGCPR conference. ACM Press, 1999. http://dx.doi.org/10.1145/299513.299719.

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Michels, Leonard. "If I Cannot See It, It Is Not There - A Graphical Approach to De-escalating Commitment." In SIGMIS-CPR '20: 2020 Computers and People Research Conference. ACM, 2020. http://dx.doi.org/10.1145/3378539.3393865.

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Smiarowski, Michael. "Fossil Steam Turbine Upgrades/Modernizations: Case Studies of Recently Completed Projects and the Industry Challenges Moving Forward." In ASME 2008 Power Conference. ASMEDC, 2008. http://dx.doi.org/10.1115/power2008-60118.

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Siemens Power Generation has recently completed a number of first time applications of Steam Turbine modernizations on its OEM fleet. This paper will discuss the R&D approach taken in developing these first-time solutions to help achieve and focus on case studies of completed projects that demonstrate the end result of this approach. Projects planned to be discussed are modernizations implemented in the last year (2007–2008) of a VHP/HP turbine steam path replacement, a full element HP/IP replacement, and applications on large fossil LP turbine replacements. Current industry challenges that will be discussed include resource constraints in engineering, material supply chain, and factory delivery slots that are escalating prices and increasing delivery times of replacement turbine equipment. Some of the actions the author’s company is taking to mitigate these issues, such as gaining earlier commitments, use of material indices, and others will be discussed to help utilities looking at undertaking a turbine modernization gain a better insight into vendor challenges.

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Reports on the topic "Escalation of commitment"

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Carty, Tracy, and Lyndsay Walsh. Footing the Bill: Fair finance for loss and damage in an era of escalating climate impacts. Oxfam, 2022. http://dx.doi.org/10.21201/2022.8977.

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Abstract:

The world has entered a new and dangerous era of climate change impacts, causing huge loss and damage and driving up inequality in the world’s poorest countries and communities that have contributed least to the climate crisis. New research by Oxfam estimates that funding requirements for UN humanitarian appeals linked to extreme weather are eight times higher than they were 20 years ago, and over the past five years nearly half of appeal requirements have gone unmet. Funding for emergency humanitarian response is piecemeal and painfully inadequate, as is broader support to address loss and damage such as rebuilding homes and vital infrastructure. Scaled-up financial support from governments, corporations and individuals most responsible for causing the climate crisis, and most able to pay, is an immediate necessity. A new finance facility must be created to help ensure that finance to address loss and damage is accessible and sustained, is additional to adaptation, mitigation and ODA commitments, and is delivered in accordance with the principles of climate justice.

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