Global Journal of Commerce & Management Perspective
Open Access

Short Note on E-Business

Daveed Smeeth^{* *}Correspondence: Dr. Daveed Smeeth, Department of Economics, Harvard University, Cambridge Street, Cambridge, USA, Email:

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Description

E-Business (electronic business) is any procedure that a business organization conducts over a computer-mediated network. Business organizations comprise any for-profit, governmental, or non-profit entity. Their procedures comprise production-, customer-, and internal- or management-focused business processes. Now there are actually various types of e-Businesses. Some of the kinds of e-commerce are 1) Business-to-Business 2) Business-to-Consumer 3) Consumer-to-Consumer 4) Consumerto- Business 5) Consumer-to-Administration 6) Business-to- Administration. E-Business provides the contemporary knowledge of the important issues affecting the modern ebusiness environment and links theory and practice of management approaches relating to e-business. The interest of both researchers and practitioners around the use of Internetbased tools to support business procedures has been quite high in the last few years. However, despite the initial enthusiastic expectations, it is still not entirely clear whether these anticipations have been translated into business reality.

One of the challenges in designing and maintaining e-business sites is to ensure their scalability as the work-load increases. A multi-layer reference model that can be used for capability planning and examination of e-business sites. It shows how to characterize the workload of e-commerce servers, taking into account customer behaviour patterns.

Value formation in e-business by inspecting how 59 American and European e-businesses that have newly become publicly traded corporations create value. In e-business new value can be formed by the ways in which transactions are enabled. Grounded in the rich data obtained from case study examines and in the received theory in entrepreneurship and strategic management, we develop a model of the sources of value creation. The model suggests that the value formation potential of e-businesses hinges on four interdependent dimensions, namely: efficiency, complementarities, lock-in, and novelty. No single entrepreneurship or strategic management theory can completely explain the value creation potential of e-business. Rather, an integration of the received theoretical perspectives on value creation is required. A business model depicts the design of transaction content, structure, and governance so as to create value through the exploitation of business opportunities.

The quick advance of information technology and its dissemination into the core elements of the business model and organizational structures is facilitating profound and important organizational changes. In such a dynamic environment, firms must be capable to continually progress their capabilities to facilitate electronic business (e-business) innovation. However, current research pays little attention to the core capabilities that contribute to e-business innovation in overall. Tri-core model of e-business innovation adopted from Swanson, which knits together three cores: business technology, the business model and the value network. We use this model primarily to specify the functional regions of the capabilities. Based on data collected through an intensive literature review and an investigative Delphi study, thirteen important capabilities were considered as the bases to e-business innovation exploitation and exploration. Firms can facilitate their e-business solutions over time through the successful expansion of these capabilities. These findings provide great insights for practitioners and scholars alike to better understand the core capabilities for accomplishing e-business innovation. It can also help practitioners form a template of the requisite in-house management for identifying knowledge gaps and evolving action plans.