Document Type
Article
Publication Date
5-1-2004
Abstract
The increase in information technology (IT) projects has brought about related growth in project manager/project sponsor dyads. Although this dyad is acknowledged as important to project success, the nature of the relationship and its impact on project success factors remain under explored. Using 87 project manager/project sponsor dyads, the author of this study analyzed the effects of two interpersonal trust dimensions (cognitive trust and affective trust) on performance and satisfaction outcomes. Results of the data analysis show that project management dyad work is affected by the introduction of interpersonal trust. In particular, cognitive trust has a positive impact on metrics such as schedules and budgets. Affective trust improves satisfaction and perceived value of the project to the organization and to those who worked together on the project. Support was also found for the effect of two organizational trust dimensions (culture of trust and social norms). Specifically, culture of trust had a positive effect on interpersonal trust, whereas social norm had a negative effect on interpersonal trust. This research contributes to the discussion of IT project work by confirming that internal dynamics of project dyads are an important driver of project success. The research also makes a contribution to trust research through the finding that exclusive and complementary outcome effects are found in the interpersonal trust dimensions (cognitive and affective) and the organizational trust dimensions (culture of trust and social norm) with respect to project dyads.
Keywords
information technology projects--management, interpersonal relations, project management, project sponsorship, trust in IT teams
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Sahm, Patricia A., "The Role of Trust Between Project Managers and Project Sponsors in Information Technology Projects" (2004). Student Scholarship. 487.
https://commons.case.edu/studentworks/487