The promise and peril of self-affirmation in de-escalation of commitment |
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Authors: | Niro Sivanathan Daniel C Molden Adam D Galinsky Gillian Ku |
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Institution: | 1. London Business School, Regent’s park, London, NWI 4SA, UK;2. Department of Psychology, Northwestern University, 2029 Sheridan Road, Evanston, IL, 60208, USA;3. Kellogg School of Management, Northwestern University, 2001 Sheridan Road, 3rd Floor, MORS Department, Evanston, IL 60208, USA |
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Abstract: | Drawing on the motivated cognition literature, we examine how self-affirmation processes influence self-justification needs and escalation decisions. Study 1 found that individuals with a larger pool of affirmational resources (high self-esteem) reduced their escalation compared to those with fewer affirmational resources (low self-esteem). Study 2 extended these findings by demonstrating that individuals also de-escalated their commitments when they were provided an opportunity to affirm on an important value. Finally, Study 3 found that affirming on traits that were of low relevance (e.g., creativity) to an initial decision reduced escalation, but affirming on decision-relevant traits (e.g., decision-making ability) ironically increased escalation. Across three studies, using three instantiations of self-affirmations and two measures of escalation, the results highlight the potential benefits and costs of using self-affirmation as a vehicle to de-escalate commitment. |
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Keywords: | Escalation of commitment Self-justification Self-affirmation Motivated-cognition |
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