The Consequences of Completion: How Level of Completion Influences Information Concealment by Decision Makers
Article first published online: 22 FEB 2011
© 2011 Wiley Periodicals, Inc.
Journal of Applied Social Psychology
Volume 41, Issue 2, pages 401–428, February 2011
How to Cite
Jensen, J. M., Conlon, D. E., Humphrey, S. E. and Moon, H. (2011), The Consequences of Completion: How Level of Completion Influences Information Concealment by Decision Makers. Journal of Applied Social Psychology, 41: 401–428. doi: 10.1111/j.1559-1816.2010.00719.x
- Issue published online: 22 FEB 2011
- Article first published online: 22 FEB 2011
Numerous studies have demonstrated that decision makers will allocate additional resources to failing projects if those projects are close to completion, as opposed to far from completion. The present work considers whether high project completion leads to other effects; namely, decision-maker willingness to conceal negative information about a project. Three studies (1 at the group level, 2 at the individual level; 1 using qualitative data, 2 using quantitative data) established a link between project completion, incremental investment behavior, and the tendency to conceal negative information.