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

  • Authors:

  • Maria Cristina Lander;Russell L. Purvis;Gordon E. McCray;William Leigh

  • Affiliations:

  • Communications & High Technology, Accenture, Reston, VA;Department of Management, College of Business Administration and Public Affairs, Clemson University, 123D Sirrine Hall, Clemson, SC;The Wayne Calloway School of Business and Accountancy, Wake Forest University, Winston-Salem, NC;Department of Management Information Systems, College of Business Administration, University of Central Florida, Orlando, FL

  • Venue:
  • Information and Management
  • Year:
  • 2004

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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.