Global sourcing of services versus manufacturing activities: is it any different?
International sourcing strategies and operations are usually described distinctively for manufacturing and services. In this paper, the theoretical and strategic relevance of this distinction is questioned. As an alternative, an activity-based theoretical framework for exploring the linkages between the attributes of the globally sourced activities and the international sourcing operations of firms is presented. This paper discusses the implications for global sourcing research and the strategic and organizational implications for managers, and it argues that finding the right match between strategy, activity and organization is a key determinant of the success of the sourcing process and outcome.