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

2013 | Information Systems Journal | Citations: 0

Authors: Rose, Jeremy; Schlichter, Bjarne Rerup

Abstract: An important aspect of the successful implementation of large information system ... Expand

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. Collapse

Topics: systems implementation decision making

Methods: qualitative interview case study longitudinal research qualitative coding cross sectional research

Theories: social sciences theory

Trust dynamics in a large system implementation: six theoretical propositions

2013 | European Journal of Information Systems | Citations: 6

Authors: Schlichter, Bjarne Rerup; Rose, Jeremy

Abstract: A large information systems implementation (such as Enterprise Resource Planning ... Expand

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. Collapse

Topics: systems implementation social capital project productivity

Methods: qualitative interview theory development longitudinal research critical incident analysis case study

Theories: structuration theory

Software process improvement with weak management support: an analysis of the dynamics of intra-organizational alliances in IS change initiatives

2010 | European Journal of Information Systems | Citations: 0

Authors: Ngwenyama, Ojelanki; Nørbjerg, Jacob

Abstract: Software Process Improvement (SPI) projects are large-scale, complex organizatio ... Expand

Abstract: Software Process Improvement (SPI) projects are large-scale, complex organization-wide change initiatives. They require considerable investments in personnel, time and money and impact just about every aspect of software firms. The group charged with conducting an SPI project has, however, little formal authority to influence or force software professionals to engage in SPI work or to define and implement changes. The SPI literature suggests that successful SPI initiatives depend on strong commitment from top management. But what should the SPI group do if management support is weak? In this paper, we present an analysis of how an SPI group can use alliances to obtain influence and succeed when management support is weak. Our study is based on a 3-year longitudinal field study of SPI change initiatives at Denmark Electronics. Our findings show that a lack of top management support is not necessarily incompatible with success. This research opens an important new area of research on intra-organizational alliances and information system (IS) implementation. It has the potential to offer new theories and practical advice on how IS implementation projects can be more effectively managed. Collapse

Topics: top management support social capital social network systems implementation IS implementation success

Methods: qualitative interview case study field study longitudinal research qualitative content analysis

Theories: organizational theory

Progress and Breakdowns in Early Requirements Definition for Boundary-Spanning Information Systems

2007 | International Conference on Information Systems | Citations: 0

Authors: Gasson, Susan

Abstract: Early requirements definition is an increasingly complex process for systems tha ... Expand

Abstract: Early requirements definition is an increasingly complex process for systems that span organizational boundaries. Where there is no unequivocal rationale for change, multiple stakeholders from various knowledge domains must be involved in defining the scope of change and the high-level requirements for the supporting information system – in effect designing the system in terms of form and overall function. Stakeholders have only a partial understanding of the business process as a whole, and tend to provide very different definitions of what is the systems “problem” that they face. The IS analysis team must therefore deal with IS requirements as an emergent stream of information from which they learn, avoiding premature closure. This paper presents an exploratory study, that attempts to introduce breakdowns into the group requirements definition process, as a way to achieve emergent learning in early requirements definition for systems that span organizational boundaries. Collapse

Topics: decision making IT workforce boundary spanning requirements analysis IS problem

Methods: triangulation qualitative interview qualitative content analysis survey longitudinal research