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.
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