Contents 1. Introduction
In choosing whether to implement new IT systems, managers are advised to first run pilot tests to evaluate the technical, operational, and economic feasibility of each potential solution [9], [11], [31]. Pilot tests reveal challenges that managers can address by instituting appropriate controls and other mechanisms to ensure successful full-scale implementation (or, if a pilot test reveals intractable problems, managers may choose not to proceed with implementation). In this paper we argue that, in addition to technical, operational and economic feasibility, a fourth aspect should be evaluated when interorganizational systems (lOS) are pilot-tested: relational feasibility, which we define as participants' perceptions of interpersonal trustworthiness and other interpersonal aspects that can affect working relationships within and across organizational boundaries. We further argue that pilot testing can help to reveal how relational feasibility interacts with system acceptance issues.
