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Decoupling, re-engaging: managing trust relationships in implementation projects.

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Title: Decoupling, re-engaging: managing trust relationships in implementation projects.
Authors: Rose, Jeremy1, Schlichter, Bjarne Rerup2
Source: Information Systems Journal. Jan2013, Vol. 23 Issue 1, p5-33. 29p. 2 Diagrams, 4 Charts, 1 Graph.
Subjects: Virtual reality, Simulated environment (Teaching method), Interpersonal relations, Social perception, Enterprise resource planning software, Information resources management
Abstract: An important aspect of the successful implementation of large information systems (such as Enterprise Resource Planning (ERP) systems) is trust. These implementations impact the legitimate interests of many groups of stakeholders, and trust is a critical factor for success. Trust in the project is contingent upon many factors, is likely to vary over time and should not be taken for granted. Previous studies have identified the relationship between trust and project outcomes and suggested trust-building strategies but have largely ignored the dynamic quality of trust relations through the life of a major project and the complex demands of managing those fluctuations. We investigate evolving trust relationships in a longitudinal case analysis of a large integrated hospital system implementation for the Faroe Islands. Trust relationships suffered various breakdowns, but the project was able to recover and eventually meet its goals. Based on concepts from Giddens' later work on modernity, we develop two approaches for managing dynamic trust relationships in implementation projects: decoupling and re-engaging. [ABSTRACT FROM AUTHOR]
Copyright of Information Systems Journal is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)
Database: Engineering Source
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  Data: Decoupling, re-engaging: managing trust relationships in implementation projects.
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  Data: <searchLink fieldCode="JN" term="%22Information+Systems+Journal%22">Information Systems Journal</searchLink>. Jan2013, Vol. 23 Issue 1, p5-33. 29p. 2 Diagrams, 4 Charts, 1 Graph.
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  Data: <searchLink fieldCode="DE" term="%22Virtual+reality%22">Virtual reality</searchLink><br /><searchLink fieldCode="DE" term="%22Simulated+environment+%28Teaching+method%29%22">Simulated environment (Teaching method)</searchLink><br /><searchLink fieldCode="DE" term="%22Interpersonal+relations%22">Interpersonal relations</searchLink><br /><searchLink fieldCode="DE" term="%22Social+perception%22">Social perception</searchLink><br /><searchLink fieldCode="DE" term="%22Enterprise+resource+planning+software%22">Enterprise resource planning software</searchLink><br /><searchLink fieldCode="DE" term="%22Information+resources+management%22">Information resources management</searchLink>
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  Data: An important aspect of the successful implementation of large information systems (such as Enterprise Resource Planning (ERP) systems) is trust. These implementations impact the legitimate interests of many groups of stakeholders, and trust is a critical factor for success. Trust in the project is contingent upon many factors, is likely to vary over time and should not be taken for granted. Previous studies have identified the relationship between trust and project outcomes and suggested trust-building strategies but have largely ignored the dynamic quality of trust relations through the life of a major project and the complex demands of managing those fluctuations. We investigate evolving trust relationships in a longitudinal case analysis of a large integrated hospital system implementation for the Faroe Islands. Trust relationships suffered various breakdowns, but the project was able to recover and eventually meet its goals. Based on concepts from Giddens' later work on modernity, we develop two approaches for managing dynamic trust relationships in implementation projects: decoupling and re-engaging. [ABSTRACT FROM AUTHOR]
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  Data: <i>Copyright of Information Systems Journal is the property of Wiley-Blackwell and its content may not be copied or emailed to multiple sites without the copyright holder's express written permission. Additionally, content may not be used with any artificial intelligence tools or machine learning technologies. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract.</i> (Copyright applies to all Abstracts.)
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