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.