英语论文网

Initially, Indian firms sent their staff at onsite location later they were involved in exports and through client linkages, staffs in Indian software export firms have accumulated a big knowledge base: about overseas IT markets, business standards and practices, and precise customer needs and values (Kapur & McHale 2002; Lema & Hesbjerg 2003).

In its early years, India's domestic technological foundation was not very strong and thus was clearly not a success factor. Hence the reliance on short term contracting work on clients location as a way of ‘short-circuiting' that weakness. After 1991, government investments grew and liberalization increased the participation of private finances and overseas investments in the technological infrastructure (Heeks and Nicholson, 2004).

In 1992/93 India's software exports were US$225 million and US$3010 million in 1998/99, approximately half the value of agricultural exports (US$6205 million) and one-third that of textiles (US$8457 million). The industry provided 160 000 jobs for software professionals alone in 1996 and this increased to 380 000 by the year 2000 (Kambhampati, 2002).

In a paper published in 1999, Lall summarised that the structure of India's manufactured exports is not suited to ‘sustained rapid growth'. ‘It is static, dominated by simple and undifferentiated products where the main competitive advantage lies in cheap labour, low levels of skill and simple technologies. Even within this specialization, India is concentrated in slow-growing products. The structure is not just prone to sloth; it is highly vulnerable to competitors' (Lall, 1999: 1780). However, technological advancements and improvement in infrastructure helped in working from offshore locations as better communication systems and advanced technologies enabled delivery of the project directly on the client system from offshore locations.

The international competitiveness of the Indian software industry has been developed in two stages; first, via long-term investment by the state in technical education and technology like setting up of IITs (Indian Institute of Technology) and encouraging computer Engineering. Subsequently, an incipient software industry with recognizably high export potential has been targeted via fiscal incentives and the provision of export-enabling infrastructure (Balakrishnan, 2006; Parthasarthy and Joseph, 2002).

In year, Indian software industry was merely a service industry with very minimal innovative and product development efforts, thus it had to concentrate on the client vendor relationship to maintain its business. New entrants from countries like China, Russia and The Philippines although low cost locations were still behind in service quality, which the Indian software firms used to their advantage. By 2002, India had about 42 firms at CMM level 5 where as China was still at level 3 of CMM quality certification. Other certifications like PCMM and Six Sigma also started becoming popular in India and Indian firms were already working towards achieving those as soon as possible. (Nwankwo et al., 1997) Today the clients are more aware of the value for money and quality of service provided to them, also what is important in a service 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。