Project management offices: A case of knowledge-based archetypesKevin C. Desouza(University of Washington), J. Roberto Evaristo(Decision Sciences (United States))International Journal of Information ManagementSeptember 8, 200610.1016/j.ijinfomgt.2006.07.002Cited by 245SaveCiteExport RISWatch citationsAbstractRelated PapersA Cross-Cultural Study on Escalation of Commitment Behavior in Software Projects1Mark Keil, Bernard C. Y. Tan, Kwok‐Kee Wei et al.|MIS Quarterly|2000|1.4kBlowing the whistle on troubled software projectsDaniel Robey|Communications of the ACM|2001|177A defined process for project post mortem reviewBerna Collier, Tom DeMarco, P. Fearey|IEEE Software|1996|176Understanding Runaway Information Technology Projects: Results from an International Research Program Based on Escalation TheoryMark Keil, Richard Mixon, Timo Saarinen et al.|Journal of Management Information Systems|1994|101Trustworthy Web Services: Actions for NowJia Zhang|Research Showcase @ Carnegie Mellon University (Carnegie Mellon University)|2005|40