The effect of obedience pressure and authoritarianism on managers' project evaluation decisions

This study examines the effects that obedience pressure and the personality trait of authoritarianism have on managers' project evaluation decisions. A laboratory experiment was conducted to test the various hypotheses formulated in this study. The results suggest that project managers have a higher inclination to escalate their commitment to a failing project in the presence of obedience pressure. The results further reveal that project managers' tendency to escalate is most prominent in a private information situation and in an obedience pressure condition. In addition, the results suggest that low authoritarian project managers exhibited a greater tendency to continue a failing project regardless of the extent of obedience pressure under private information conditions. Furthermore, high authoritarian project managers exhibited a greater tendency to continue a failing project only when obedience pressure was present under private information conditions.