ABSTRACT
An organization's sudden interest in outsourcing may be indicative of a more basic problem or set of problems in the organization. Whatever the issues are prompt management to look at the outsourcing alternative, an object analysis of the source of the problem is in order. Developing a knowledge of outsourcing issues sufficient to be able to present relevant issues to senior management in a businesslike manner is only part of the Information Systems (IS) management team's responsibility. Senior management may see the role of IS management, in light of the outsourcing decision, as a purely defensive stance. If IS management perceives that the improvements targeted by outsourcing can be addressed in-house the team must be prepared to provide workable alternatives to the outsourcing contract. In many instances, a reasonably strong case can be built to support outsourcing IS technical support. Three factors that should be considered when an organization contemplates outsourcing technical support are training, service, and control.
