DE‐ESCALATION IN DECISION MAKING: A CASE OF A DISASTROUS PARTNERSHIP*
通过案例研究，分析了在持续亏损情境下决策者如何从承诺升级转向降级，发现权力因素在现有模型中未被充分强调，并提出了修正模型。
ABSTRACT Decisions to persist with losing courses of action known as escalation have been widely studied, albeit mainly in an experimental context. Comparatively little is known about the conditions under which de‐escalation occurs. Utilizing a model of de‐escalation derived from the literature the present study examines, by means of a case study, a decision to withdraw from a losing predicament. It is concluded that while de‐escalation is likely to occur where the opposite conditions thought to be conducive to persistence apply, existing models under‐emphasize the importance of power. Accordingly a modified version of Bowen's two‐factor model is proposed.