Trust-building mechanisms utilized in outsourced IS development projects: a case study

    Authors

    M. C. Lander; R. L. Purvis; G. E. McCray;W. Leigh

    Comments

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    Abbreviated Journal Title

    Inf. Manage.

    Keywords

    trust; outsourcing information systems development; Enterprise resource; planning; PERFORMANCE; DISTRUST; BEHAVIOR; EXCHANGE; BUSINESS; Computer Science, Information Systems; Information Science & Library; Science; Management

    Abstract

    This article describes the trust-building mechanisms used between top-level managers, project team members, users, and outsourcers over the course of a project offering outsourced information systems development (OISD). Previous studies of trust were used to identify potential trust-building mechanisms for participants in OISD projects over three potential stages of trust building: deterrence-based trust, knowledge-based trust and identification-based trust. A case study approach was then used to explore the development of trust for individuals involved in an Enterprise Resource Planning (ERP) implementation for a US$ 2.5 billion international manufacturing company. The results indicate that the various stakeholders did not encounter previously identified stages of building trust, but significant differences were found in the use of trust-building mechanisms among top-level managers, project team members, users, and outsourcers. Implications for scholars and practitioners are discussed. (C) 2003 Published by Elsevier B.V.

    Journal Title

    Information & Management

    Volume

    41

    Issue/Number

    4

    Publication Date

    1-1-2004

    Document Type

    Article

    Language

    English

    First Page

    509

    Last Page

    528

    WOS Identifier

    WOS:000188049000009

    ISSN

    0378-7206

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