Despite the well-acknowledged benefits of global sourcing (e.g., location specific advantage) in the international business literature, research driven mainly by the transaction cost economics and resource based view has cautioned about its potential negative effects (e.g., hidden costs, hollowing out effect) which might offset its potential gain, leading to a failure to achieve expected outcome and capture the value created in global sourcing activities. We argue that this issue is primarily explained by the misalignment between a firm's global sourcing strategy and value expected from its global sourcing activities. This study examines the role of global sourcing strategy on financial and innovation performance of global sourcing activities. Using a fuzzy set qualitative comparative analysis on 235 firms engaging in global sourcing of business service activities, we identify configurations of global sourcing strategy—concerning (1) disaggregation, (2) dispersion of activities and (3) governance structure—that lead to high financial and innovation performance. The findings suggest that global sourcing strategy leading to high financial performance differs largely from global sourcing strategy leading to high innovation. While most studies selectively focus on one or two components of global sourcing strategy, our study highlights the need for firms to jointly consider the combined effect of degree of disaggregation, degree of dispersion of business service activities and governance structure as well as taking into account the expected outcome when crafting their global sourcing strategy.

尽管在国际商业文献中公认全球采购的好处（例如，特定位置的优势），但主要由交易成本经济学和基于资源的观点驱动的研究已经警告其潜在的负面影响（例如，隐藏成本、空心化效应） ) 这可能会抵消其潜在收益，从而导致无法实现预期结果并捕捉全球采购活动中创造的价值。我们认为，这个问题的主要原因是公司的全球采购战略与其全球采购活动的预期价值之间的不一致。本研究考察了全球采购战略对全球采购活动的财务和创新绩效的作用。通过对 235 家从事商业服务活动全球采购的公司进行模糊集定性比较分析，我们确定了全球采购战略的配置——关于 (1) 分解、(2) 活动分散和 (3) 治理结构——导致高财务和创新绩效。研究结果表明，导致高财务绩效的全球采购战略与导致高创新的全球采购战略有很大不同。虽然大多数研究选择性地关注全球采购战略的一两个组成部分，但我们的研究强调了公司需要共同考虑分解程度的综合影响，