Concept of entrapment and decision‐making

Abstract

PurposeInforms executives of the dangers of entrapment which can occur when there is an increasing commitment to an ineffective course of action to justify previous allocation of resources when managing new projects.Design/methodology/approachReviews research studies on establishing call/contact‐centres in local government across the UK. Data were also collected via interviews with executives in authorities experienced in setting up call/contact centres.FindingsCentres involve spending millions of pounds but there was only limited knowledge of capital or ongoing revenue costs. Evidence of internal resistance, lack of any shared vision, or knowledge of the level of risk existed as well as only limited understanding of the centres' organisational impact, potential benefits or added value. There was an absence of stated project objectives or formal project appraisal and a creeping commitment to the projects continuation. The potential for entrapment existedResearch limitations/implicationsA single case study but one which adds to the existing literature on entrapment and focuses attention on the risks that can exist in the public sector.Practical implicationsUnderlines the importance of setting out specific procedures for evaluating the potential costs/benefits and subsequent progress of new, particular large scale, business projects.Originality/valueShows that potential entrapment can be present in the context of projects of national importance. The paper is relevant to managers within the public sector engaged on new ventures and to all executives in any setting.