Despite the growing importance of information technology (IT) enabled offshore sourcing, there is relatively little academic research to understand the phenomenon. In this study, conceptualizing offshore sourcing as a strategic decision, and using the path dependency theory, we present a strategic sourcing model. Next, using secondary data, we empirically test the proposed model to study the role of the ‘strategic orientation’, in explaining the degree of offshoring. Overall, the findings suggest that a firm’s offshore decision is in tandem with its broad strategic orientation. Further, knowledge and innovation strategy emerges as the key factor explaining the degree of offshoring. Our results indicate that in contrast to the popular belief, a low-cost strategy may not necessarily be associated with offshoring decision. The paper concludes with a discussion of the implications of the results for research and practice.