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In recent times issues such as competition, technological complexities, specialization of tasks and cost increases causes organizations to reconsider their managerial models and to turn to new strategies for reaching competitive advantage. Two such strategies are concentration on core capabilities and the transfer of some activities to external organizations (outsourcing). In line with these trends banks in order to give appropriate services to customers, decrease costs, upgrade service quality, improve performance, increase flexibility, gain access to new skills and technologies and focus on key capabilities, outsource some of their activities. Although outsourcing can have advantages for organizations, it has risks which must be effectively managed. The purpose of this research is to identify these risks and investigate their impact on business process outsourcing of banks.  Tejarat bank of Iran was selected as a case study. The data gathering tool of this paper was a questionnaire that was distributed among the experts in the field and managers of Tejarat bank. The results show that among identified risks, strategic risks were rejected and the three risks of financial failure, performance and social-psychological kind were accepted as being valid by experts. It was further identified that performance risks have the highest importance among other risks of business process outsourcing.

Keywords: risk, outsourcing, Business Process, bank

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