TY - JOUR A1 - Toy, Virginia Gail A1 - Sutherland, Rupert A1 - Townend, John A1 - Allen, Michael J. A1 - Becroft, Leeza A1 - Boles, Austin A1 - Boulton, Carolyn A1 - Carpenter, Brett A1 - Cooper, Alan A1 - Cox, Simon C. A1 - Daube, Christopher A1 - Faulkner, D. R. A1 - Halfpenny, Angela A1 - Kato, Naoki A1 - Keys, Stephen A1 - Kirilova, Martina A1 - Kometani, Yusuke A1 - Little, Timothy A1 - Mariani, Elisabetta A1 - Melosh, Benjamin A1 - Menzies, Catriona D. A1 - Morales, Luiz A1 - Morgan, Chance A1 - Mori, Hiroshi A1 - Niemeijer, Andre A1 - Norris, Richard A1 - Prior, David A1 - Sauer, Katrina A1 - Schleicher, Anja Maria A1 - Shigematsu, Norio A1 - Teagle, Damon A. H. A1 - Tobin, Harold A1 - Valdez, Robert A1 - Williams, Jack A1 - Yeo, Samantha A1 - Baratin, Laura-May A1 - Barth, Nicolas A1 - Benson, Adrian A1 - Boese, Carolin A1 - Célérier, Bernard A1 - Chamberlain, Calum J. A1 - Conze, Ronald A1 - Coussens, Jamie A1 - Craw, Lisa A1 - Doan, Mai-Linh A1 - Eccles, Jennifer A1 - Grieve, Jason A1 - Grochowski, Julia A1 - Gulley, Anton A1 - Howarth, Jamie A1 - Jacobs, Katrina A1 - Janku-Capova, Lucie A1 - Jeppson, Tamara A1 - Langridge, Robert A1 - Mallyon, Deirdre A1 - Marx, Ray A1 - Massiot, Cécile A1 - Mathewson, Loren A1 - Moore, Josephine A1 - Nishikawa, Osamu A1 - Pooley, Brent A1 - Pyne, Alex A1 - Savage, Martha K. A1 - Schmitt, Doug A1 - Taylor-Offord, Sam A1 - Upton, Phaedra A1 - Weaver, Konrad C. A1 - Wiersberg, Thomas A1 - Zimmer, Martin T1 - Bedrock geology of DFDP-2B, central Alpine Fault, New Zealand JF - New Zealand journal of geology and geophysics : an international journal of the geoscience of New Zealand, the Pacific Rim, and Antarctica ; NZJG N2 - During the second phase of the Alpine Fault, Deep Fault Drilling Project (DFDP) in the Whataroa River, South Westland, New Zealand, bedrock was encountered in the DFDP-2B borehole from 238.5–893.2 m Measured Depth (MD). Continuous sampling and meso- to microscale characterisation of whole rock cuttings established that, in sequence, the borehole sampled amphibolite facies, Torlesse Composite Terrane-derived schists, protomylonites and mylonites, terminating 200–400 m above an Alpine Fault Principal Slip Zone (PSZ) with a maximum dip of 62°. The most diagnostic structural features of increasing PSZ proximity were the occurrence of shear bands and reduction in mean quartz grain sizes. A change in composition to greater mica:quartz + feldspar, most markedly below c. 700 m MD, is inferred to result from either heterogeneous sampling or a change in lithology related to alteration. Major oxide variations suggest the fault-proximal Alpine Fault alteration zone, as previously defined in DFDP-1 core, was not sampled. KW - Alpine Fault KW - New Zealand KW - scientific drilling KW - mylonite KW - cataclasite Y1 - 2017 U6 - https://doi.org/10.1080/00288306.2017.1375533 SN - 0028-8306 SN - 1175-8791 VL - 60 IS - 4 SP - 497 EP - 518 PB - Taylor & Francis CY - Abingdon ER - TY - THES A1 - Marx, Carolin Valerie T1 - Escalation of commitment in information systems projects: a cognitive-affective perspective T1 - Eskalation des Commitments in Wirtschaftsinformatik Projekten: eine kognitiv-affektive Perspektive N2 - While information systems (IS) projects are pivotal in guiding organizational strategies and sustaining competitive advantages, they frequently overrun budgets, extend beyond timelines, and experience high failure rates. This dissertation delves into the psychological micro-foundations of human behavior – specifically cognition and emotion – in relation to a prevalent issue in IS project management: the tendency to persist with failing courses of action, also called escalation of commitment (EoC). Through a mixed-methods research approach, this study investigates the emotional and cognitive bases of decision-making during IS project escalation and its evolution over time. The results of a psychophysiological laboratory experiment provide evidence for the predictions on the role of negative and complex situational integral emotions of Cognitive Dissonance over Coping Theory and add to a better understanding of how escalation tendencies change during sequential decision-making due to cognitive learning effects. Using psychophysiological measures, including data triangulation between electrodermal and cardiovascular activity and AI-based analysis of facial micro-expressions, this research reveals physiological markers of behavioral escalation tendencies. Complementing the experiment, a qualitative analysis using free-form narration during decision-making simulations shows that decision-makers employ varied cognitive reasoning patterns to justify escalating behaviors, suggesting a sequence of four distinct cognitive phases. By integrating both qualitative and quantitative findings, this dissertation offers a comprehensive theoretical framework of how cognition and emotion shape behavioral EoC over time. I propose that escalation is a cyclical adaptation of mental models, distinguished by shifts in cognitive reasoning patterns, temporal cognition mode variations, and interactions with situational emotions and their anticipation. The primary contribution of this dissertation lies in disentangling the emotional and cognitive mechanisms that drive IS project escalation. The findings provide the basis for developing de-escalation strategies, thereby helping to improve decision-making under uncertainty. Stakeholders involved in IS projects that get “off track” should be aware of the tendency to persist with failing courses of action and the importance of the underlying emotional and cognitive dynamics. N2 - Projekte im Bereich der Wirtschaftsinformatik (IS-Projekte) sind von zentraler Bedeutung für die Steuerung von Unternehmensstrategien und die Aufrechterhaltung von Wettbewerbsvorteilen, überschreiten jedoch häufig das Budget, sprengen den Zeitrahmen und weisen eine hohe Misserfolgsquote auf. Diese Dissertation befasst sich mit den psychologischen Grundlagen menschlichen Verhaltens - insbesondere Kognition und Emotion - im Zusammenhang mit einem weit verbreiteten Problem im IS-Projektmanagement: der Tendenz, an fehlgehenden Handlungssträngen festzuhalten, auch Eskalation des Commitments (Englisch: “escalation of commitment” - EoC) genannt. Mit einem kombinierten Forschungsansatz (dem Mix von qualitativen und quantitativen Methoden) untersuche ich in meiner Dissertation die emotionalen und kognitiven Grundlagen der Entscheidungsfindung hinter eskalierendem Commitment zu scheiternden IS-Projekten und deren Entwicklung über die Zeit. Die Ergebnisse eines psychophysiologischen Laborexperiments liefern Belege auf die Vorhersagen bezüglich der Rolle von negativen und komplexen situativen Emotionen der kognitiven Dissonanz Theorie gegenüber der Coping-Theorie und trägt zu einem besseren Verständnis dafür bei, wie sich Eskalationstendenzen während sequenzieller Entscheidungsfindung aufgrund kognitiver Lerneffekte verändern. Mit Hilfe psychophysiologischer Messungen, einschließlich der Daten-Triangulation zwischen elektrodermaler und kardiovaskulärer Aktivität sowie künstliche Intelligenz-basierter Analyse von Gesichtsmikroexpressionen, enthüllt diese Forschung physiologische Marker für eskalierendes Commitment. Ergänzend zu dem Experiment zeigt eine qualitative Analyse text-basierter Reflexionen während der Eskalationssituationen, dass Entscheidungsträger verschiedene kognitive Begründungsmuster verwenden, um eskalierende Verhaltensweisen zu rechtfertigen, die auf eine Sequenz von vier unterschiedlichen kognitiven Phasen schließen lassen. Durch die Integration von qualitativen und quantitativen Erkenntnissen entwickelt diese Dissertation ein umfassendes theoretisches Model dafür, wie Kognition und Emotion eskalierendes Commitment über die Zeit beeinflussen. Ich schlage vor, dass eskalierendes Commitment eine zyklische Anpassung von Denkmodellen ist, die sich durch Veränderungen in kognitiven Begründungsmustern, Variationen im zeitlichen Kognitionsmodus und Interaktionen mit situativen Emotionen und deren Erwartung auszeichnet. Der Hauptbeitrag dieser Arbeit liegt in der Entflechtung der emotionalen und kognitiven Mechanismen, die eskalierendes Commitment im Kontext von IS-Projekten antreiben. Die Erkenntnisse tragen dazu bei, die Qualität von Entscheidungen unter Unsicherheit zu verbessern und liefern die Grundlage für die Entwicklung von Deeskalationsstrategien. Beteiligte an „in Schieflage geratenden“ IS-Projekten sollten sich der Tendenz auf fehlgeschlagenen Aktionen zu beharren und der Bedeutung der zugrundeliegenden emotionalen und kognitiven Dynamiken bewusst sein. KW - information systems projects KW - escalation of commitment KW - emotional cognitive dynamics KW - emotional kognitive Dynamiken KW - eskalierendes Commitment KW - Wirtschaftsinformatik Projekte Y1 - 2024 U6 - http://nbn-resolving.de/urn/resolver.pl?urn:nbn:de:kobv:517-opus4-626969 ER - TY - JOUR A1 - de Paula, Danielly A1 - Marx, Carolin A1 - Wolf, Ella A1 - Dremel, Christian A1 - Cormican, Kathryn A1 - Uebernickel, Falk T1 - A managerial mental model to drive innovation in the context of digital transformation JF - Industry and innovation N2 - Industry 4.0 is transforming how businesses innovate and, as a result, companies are spearheading the movement towards 'Digital Transformation'. While some scholars advocate the use of design thinking to identify new innovative behaviours, cognition experts emphasise the importance of top managers in supporting employees to develop these behaviours. However, there is a dearth of research in this domain and companies are struggling to implement the required behaviours. To address this gap, this study aims to identify and prioritise behavioural strategies conducive to design thinking to inform the creation of a managerial mental model. We identify 20 behavioural strategies from 45 interviewees with practitioners and educators and combine them with the concepts of 'paradigm-mindset-mental model' from cognition theory. The paper contributes to the body of knowledge by identifying and prioritising specific behavioural strategies to form a novel set of survival conditions aligned to the new industrial paradigm of Industry 4.0. KW - Strategic cognition KW - mental models KW - industry 4.0 KW - digital transformation KW - design thinking Y1 - 2022 U6 - https://doi.org/10.1080/13662716.2022.2072711 SN - 1366-2716 SN - 1469-8390 PB - Routledge, Taylor & Francis Group CY - Abingdon ER -