Among many established industries, with the help of software companies in India, there is significant evidence of e-business being deployed to accomplish strategic goals. Where this deployment has been most successful, there is a tough scenario that the organization has taken a combined approach that both shapes on the organization's strengths and pays cautious attention to the process of change within the organization. There are two perspectives with this, one is strategy content – which focuses on unique packages of resources – and second is strategy process – which captures human guidance and e-business implementation. These two perspectives are integrated to develop a more holistic understanding of the underlying drivers of e-business performance.
In spite of the dot.com downfall, there remains a strong belief among software companies in India that e-business – with its rising potential for generating new transactional prospects between firms, suppliers, corresponding product/service providers and customers – will eventually contribute meaningfully to the future performance of many well-known firms. E-business is more than an instrument but part of an intensely held strategic character that enables them to outpace the competition. Yet, in spite of these high-profile triumph stories many other likewise set firms have failed to replicate these results. This is not altogether shocking as technology modernization theory predicts that within any population there are significantly more followers than innovators. For those imitators wanting to study from these role models, a number of important queries come to mind, two of which, are:
- Why does performance (precisely that related to e-business) differ between organizations that function within the same line of business and have access to the same information and technologies?
- To what extent are these variances essential – that is, driven by firm assets and infrastructure – or intellectual – that is, driven by the principles and obligation of managers to a precise future (in this case a future inferring e-business implementation)?
Both questions are of real-world significance for ASP DOT NET software companies in India because they hit into the organizational thinking that takes place to clarify e-business applications. This reasoning is also of theoretical significance to the information technology (IT) literature in that it underlies the extent to which organizational success is dogged by strategy content and/or process. Although naturally linked to one another, the content and process viewpoints have evolved independently.
Developments in e-business applications and technologies, done by asp.net software companies in India, present many prospects for modern businesses to redefine their strategic objectives and improve or transform products, services, markets, work processes and business communication. The experiential results tell that e-business performance varies as external pressures and capabilities (i.e., human, technological and business) fluctuate. Still, the exact degree of these capabilities is not determined. Most notably, the study shows that variation in managerial opinions, regarding the supposed benefit of e-business, tells much about performance.
Organizational differences comes out to be a factor for variation in success or failure of e commerce implementation and its alignment with strategic goals. This principle is perhaps most marked in e-business settings where inconsistent markets, swift technological change and financial limitations strongly effect the organizational reasoning that takes place to determine e-business strategy and the following implications for firm development and existence
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