IT management increasingly involves teams dispersed throughout a globalized world in internal as well as outsourced projects. In this work, we focus on the latter and analyze the impact of social net¬work structures between vendor and client team members on project success. We present the findings of a comprehensive literature analysis and give an outlook on the ongoing empirical investigation. The goal is to propose a model linking structural proper¬ties of social networks to dimensions of success of outsourced IT projects. We base this model on indications found in prior research and the results of explorative case studies in outsourcing arrangements. Our findings so far show that the network density at the client-vendor interface and the multiplexity of ties are the salient, but not sole, network properties for which existing research implies an influence on success of outsourced IT projects. Case studies will reveal how and why these and other social network properties have an impact on project success.