This study examines and tests the veracity of five main dimensions of outsourcing operationalization that have been found to influence the quality of relationship between parties and ultimately the success of an outsourcing arrangement. A single case study of a long strategic outsourcing relationship was utilized. The findings suggest that transition, performance management, contract management, working style and knowledge exchange significantly affect outsourcing relationship quality. We also identify management actions and practices that have proved successful in maintaining the ongoing quality of IT outsourcing relationships.