ABSTRACT
in many cases an is organization’s interest in outsourcing—that is, paying other firms to perform all or part of the IS function — originates with pressure from top executives who use outsourcing as a threat to force change. Outsourcing vendors promise dramatic savings and enhanced flexibility so that line executives have more time to focus on their core businesses. On the surface, these claims seem plausible, but they do not hold up well under close scrutiny.
