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.
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