The objective of this paper is to investigate the tendency to continue a project even when it is obvious that it will not provide the planned benefits, often referred to as “project escalation” or “escalation of commitment.” The investigation aims to identify factors that empirically have been found to promote IS project escalation. We examined 1163 papers related to the phenomenon of IS project and commitment escalation and found 42 of them to include relevant empirical research. We provide a comprehensive overview of 43 factors that can have important implications for practice, especially for organizations trying to avoid escalation in the first place or uncover already escalated projects.