TY  - JOUR
PY  - 2018//
TI  - When action-inaction framing leads to higher escalation of commitment: a new inaction-effect perspective on the sunk-cost fallacy
JO  - Psychological science
A1  - Feldman, Gilad
A1  - Wong, Kin Fai Ellick
SP  - 537
EP  - 548
VL  - 29
IS  - 4
N2  - Escalation of commitment to a failing course of action occurs in the presence of (a) sunk costs, (b) negative feedback that things are deviating from expectations, and (c) a decision between escalation and de-escalation. Most of the literature to date has focused on sunk costs, yet we offer a new perspective on the classic escalation-of-commitment phenomenon by focusing on the impact of negative feedback. On the basis of the inaction-effect bias, we theorized that negative feedback results in the tendency to take action, regardless of what that action may be. In four experiments, we demonstrated that people facing escalation-decision situations were indeed action oriented and that framing escalation as action and de-escalation as inaction resulted in a stronger tendency to escalate than framing de-escalation as action and escalation as inaction (mini-meta-analysis effect d = 0.37, 95% confidence interval = [0.21, 0.53]).<p />  <p>Language: en</p>
LA  - en
SN  - 0956-7976
UR  - http://dx.doi.org/10.1177/0956797617739368
ID  - ref1
ER  -