  The concurrent effect of various internal and external factors on IT
Outsourcing (ITO) decision making has seldom been investigated in a single
study. Furthermore, research on external factors is scarce and there is no
comprehensive theory that can fully explain ITO decisions made in practice.
This paper explains how key decision factors, both internal and external,
influence ITO decision making in a large Australian University. We also tested
the feasibility of a highly regarded descriptive model of ITO decisions as the
basic foundation of an ITO decision theory. The model failed to fully explain
ITO decisions in our case organisation. We draw researchers' attention to the
need for more exploration of external factors as well as clarification of
contingency factors that may explain inconsistencies between ITO decision
theories and practice, and call for more research for 'practicable' ITO
decision aids. Implications for practice are also discussed in the paper.
