Defensive reactions as potential reasons for IT project management failures

Abstract: The aim of this paper is to establish how much empirical research is conducted on defensive reasoning or defensive reactions as possible reasons for IT project failure. In order to address this objective a systematic literature review was conducted. Only a few articles were identified that made specific reference to barriers in organisational social structures that prevent organisational learning from taking place. It is argued that defensive mechanisms on an individual level and defensive reasoning on a team or organisational level play a major role in IT project failures mainly because it prevents people from learning from their or other’s mistakes. In order for learning to take place, organisational defense routines should be minimised so that real reasons for project failure can be identified and addressed in an innovative and constructive manner