Trust dynamics in a large system implementation: six theoretical propositions

Abstract

A large information systems implementation (such as Enterprise Resource Planning systems) relies on the trust of its stakeholders to succeed. Such projects impact diverse groups of stakeholders, each with their legitimate interests and expectations. Levels of stakeholder trust can be expected to vary in large-scale implementations (which can take several years), and cannot be taken for granted. Previous studies have largely focused on the taxonomic deconstruction of the trust construct, through point-in-time variance studies. They have identified the relationship between trust and project outcomes, but largely ignored the dynamics of trust relations. Giddens, as part of his study of modernity, theorises trust dynamics in relation to abstract social systems, though without focusing on information systems. We use Giddens’ concepts to investigate evolving trust relationships in a longitudinal case analysis of a large Integrated Hospital System implementation for the Faroe Islands. Trust relationships suffered a serious breakdown, but the project was able to recover and meet its goals. We develop six theoretical propositions theorising the relationship between trust and project outcomes, the maintenance, breakdown and restoration of trust, the role of the information system in restoring trust, and the emergent and reciprocal nature of trust and project outcomes.

Keywords:

• trust
• dynamic aspects
• implementation
• giddens
• modernity
• abstract systems

Acknowledgements

The research was conducted with support from the DISIMIT project, funded by the Danish Research Council, and the Faroese Ministry of Healthcare.

Additional information

Notes on contributors

Bjarne Rerup Schlichter

About the authors

Bjarne Rerup Schlichter is an Associate Professor of Information Systems in the Department of Business Administration, Aarhus University. He holds a Master degree in Computer Science and an advanced diploma in Business Administration and Organisation from 1990 and received his Ph.D. in Information Systems from Aarhus School of Business. He entered academia in 2002 after a career in various consulting companies. Among others he was Government Industry Leader of PwC-Denmark from 1998 to 2000 and Head of the International IT-Consultancy at Rambøll Management from 2000 to 2002. He was appointed as external expert in information systems and technologies by the Danish High Courts and by Danish Arbitrage. His major research interests include aspects of conflicts, including trust, during implementation of information systems.

Jeremy Rose

Jeremy Rose is an Associate Professor in the Department of Computing Science, Aalborg University, Denmark. He has worked with the PITNIT, SPV and DISIMIT research projects in Denmark, and in a variety of action research and consulting roles. His research interests are principally concerned with IT and organisational change, IT and societal change, the management of IT and systems development. He has published in management, systems, eGovernment and information systems journals and conferences. He was the founding director of the Centre for eGovernance at Aalborg University and a member of the steering committee for the Demo-Net European network of excellence.