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2010
- ISSN: 2010-0248 (Print)
- Abbreviated Title: Int. J. Innov. Manag. Technol.
- Frequency: Quarterly
- DOI: 10.18178/IJIMT
- Editor-in-Chief: Prof. Jin Wang
- Managing Editor: Ms. Nancy Y. Liu
- Abstracting/ Indexing: Google Scholar, CNKI, Ulrich's Periodicals Directory, Crossref, Electronic Journals Library.
E-mail: editor@ijimt.org
- Article Processing Charge: 500 USD
DOI: 10.7763/IJIMT.2011.V2.144
Strategic Impact of Synergy Between Information Technology and Business Processes on the Performance of the Companies in India
Abstract—Objective: With the changing trends in the new technologies and uncertainty in the market environment has really made the Indian companies competitive through new strategic initiatives faster than the competitors. In order for an organization to survive, business process transformation is not uncommon any more. Nevertheless, the transformation is a process fraught with risks. Meanwhile, there is a dilemma in business process management; namely, a firm's focus on productivity gains inhibited its flexibility and ability to innovate Adler et al. 1999; Benner & Tushman, 2003). For instance, in the refractory industry, a firm's economic decline was directly associated with its efficiency and productivity conflicts. In essence, the existence of this dilemma is mainly due to inability of firms to pursue dual conflict objectives simultaneously. This kind of capability, which is termed as “ambidexterity” by Tushman and O’Reilly (1996), is getting increasingly crucial to market competition for a firm. Based on ambidexterity theory, developed an Ambidexterity Capability Model based on synergy of IT& Process, and test it with data from 72 firms in India, and further implications are discussed.
Saikat Gochhait is with Saroj Educational Group, Lucknow (email:sgochhait@yahoo.co.in).
Cite: Saikat Gochhait, "Strategic Impact of Synergy Between Information Technology and Business Processes on the Performance of the Companies in India," International Journal of Innovation, Management and Technology vol. 2, no. 4, pp. 274-277, 2011.