企业门户网站中英文对照外文翻译文献.docx
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企业门户网站中英文对照外文翻译文献企业门户网站中英文对照外文翻译文献中英文对照外文翻译文献中英文对照外文翻译文献(文档含英文原文和中文翻译文档含英文原文和中文翻译)Corporateportal:
atoolforknowledgemanagementsynchronizationAbstractAsthebasisofvaluecreationandsuccessoforganizationsincreasinglydependsontheleverageofknowledgeavailableinternally,knowledgemanagementsystems(KMS)areemergingasvitaltoolsforcompetitiveadvantage.AmongtheseKMS,corporateportalspresentthepotentialofprovidingorganizationswitharichandcomplexsharedinformationworkspaceforthegeneration,exchange,anduseofknowledge.Butdevelopingcorporateportalsandbuildingthecriticalmassofusersrequiredtomakethemsuccessfulisnotaneasytask.Inthispaper,drawingupontheliteraturereviewandananalysisofearlyadoptersofcorporateportals,weaddressthestrengthofthistoolwhichconsistsmainlyinsynchronizingandsupportingknowledgeprocesses,puttheemphasisonfactorsinhibitingitsadoptionbycompaniesandfinallyproposesomeperspectivesforasuccessfulimplementation.1.IntroductionThewidespreadadoptionofnetworksandinformationtechnologyhasvastlyincreasedourabilitytostore,transferandgenerateknowledge,enablingandacceleratingtheemergenceofaneconomic,organizationalandtechnologicallandscape,thatisknowledge-based(Schwartz,Eamonn,&Boyer,1999;Romano,Elia,&Passiante,2001).Thisperspectivebuildsuponandextendstheresource-basedview(RBV)ofthefirminitiallypromotedbyPenrose(1959)andexpandedbyothers(Barney,1986;Chandler,1992;Prahalad&Hamel,1990;Teece,Pisano,&Shuen,1997).ThepremiseoftheRBVisthatorganizationsemployamixofacquisitionandconfigurationofresourcestochangehowtheirbusinessisaccomplished.Knowledgeisoftenthebasisfortheeffectiveutilizationofmanyimportantresources.Inthiscontext,InformationandCommunicationtechnologiesmayplayanimportantroleineffectuatingtheknowledge-basedviewofthefirmbyenhancingthefirmscapabilitytomanagetheknowledgeitpossesses.Thisawarenessisoneofthemainreasonsfortheexponentialgrowthofknowledgemanagementsystems(KMS).KMSaretechnologiesthatsupportknowledgemanagementinorganizations,specifically,knowledgegeneration,codification,andtransfer(Ruggles,1997).Infact,a2000surveyconductedbyKPMGshowsthattheuseofKMSiscommoninorganizationsworldwideandhasnumerousbenefits(KPMG,2000).However,despitethepotentialbenefitsfromKMS,thereportalsofindsthatcompanieswereexperiencingdifficultiesineffectivelyusingthesetechnologies.Toaddressthisissue,thispaperfocusesonaparticulartypeofKMS,whichiscorporateportal,thatpresentsthepotentialofprovidingorganizationswitharichandcomplexsharedinformationworkspaceforthegeneration,exchange,anduseofknowledge.Buildinguponalargeliteraturereview,insightsfromeightcasestudiesofearlyadoptersandourownexperienceindealingwithsomeaspectsoftheimplementationphaseofSTMicroelectronicsportal,weaddressthestrengthsofthistoolwhichconsistmainlyinsupportingknowledgedevelopmentphasesandfocusonchallengesandproblemsthatorganizationsmayfaceduringitsimplementation.Thepaperisorganizedasfollows:
Section1presentsareviewonknowledge,knowledgemanagementprocessesandsystems.ThefollowingsectionfocusesonaparticulartoolofKMS,thatisthecorporateportal;wepresentacomprehensiveviewofdefinitionsandcharacteristicsofthistoolbasedonacomparativeanalysisofeightcasestudiesinordertoidentifythepotentialroleofcorporateportalfeaturesinthevariousstagesoftheknowledgemanagementprocesses.Wethenfocusonthemajorbarrierslimitingitsadoptionandusebyorganizations.Inthefinalsection,buildingonthefactorsidentified,weprovidesomeperspectivesforasuccessfulimplementation.2.KnowledgemanagementprocessesandsystemsBeforefocusingonportalsasKMS,itsnecessarytodefineknowledgeandknowledgemanagementprocesses.2.1.KnowledgedefinitionsMultipledefinitionsofknowledgehavebeenproposedintheliterature,anddebatesaboutthisconcepthavebeenexpressedfromavarietyofperspectivesandpositions.Infact,eversincetheancientGreekperiod,thequestofphilosophyhasbeentofindwhatknowledgeis.EarlythinkerssuchasPlatoandAristotlewerefollowedbyHobbesandLocketonamejustafewofthemoreprominentwesternphilosophers.Itseemswehavenochoicebuttoreturntothequestionthathaskeptphilosophersoccupiedforthousandsofyears.However,weshouldnotapproachitfromaphilosophicalperspective.AsobservedbyAlaviandLeidner(2001),theknowledge-basedtheoryofthefirmwasneverbuiltonauniversaltruthofwhatknowledgereallyisbutonapragmaticinterestinbeingabletomanageorganisationalknowledge.Inrecentyears,wehavewitnessedaboominginterestinknowledgealsofromotherdisciplines.Mainlytwoperspectivesaredominant,anInformationTechnologyviewandaStrategicmanagementview.WhiletheITviewmakesthedistinctionbetweendata,informationandknowledge,andconsiderstheambiguityexistingbetweenthesethreeconcepts,thestrategicmanagementperspectiveviewsknowledgeasastateofmind,acapabilityoraprocess.Infact,dataismainlyconsideredasrawnumbersthatonceprocessedbecomesinformation,andwhenputinspecificcontextthisinformationbecomesknowledge(Vance,1997).Whereas,theperspectiveofknowledgeasastateofmindpositsthatindividualsexpandtheirpersonalknowledgethroughtheinputsreceivedfromtheirenvironment.Further,theviewofknowledgeasacapabilitytoactsuggeststhatitisnotthespecificactionsofknowledgeperse,buttheabilitytointerpretanduseinformationandexperiencethatinfluencesdecisions(Watson,1999).Finallyknowledgeasaprocess,focusesonapplyingexpertise,i.e.simultaneouslyknowingandacting(Zack,1999).Inthisarticle,weemphasizetheviewofknowledgeasacapabilitytoacteffectively.Knowledgeisseenasajustifiedpersonalbeliefthatincreasesanindividualscapacitytotakeeffectiveaction.Knowledgemanagementinthisviewisbestunderstoodbyconsideringknowledgemanagementasthesystemicandorganizationallyspecifiedprocessofacquiring,organizingandcommunicatingknowledgeofemployeessothatotheremployeesmaymakeuseofittobemoreeffectiveandproductiveintheirwork(Alavi&Leidner,1999).2.2.KnowledgeprocessesWecandescribeknowledgemanagementlifecycleasaniterativesequenceofactivities(Nissen,2000).Buildinguponthisnotion,weoutlinedfromknowledgemanagementframeworks,keyelementsofseverallifecyclemodels.Severalkeypointsemergefromourreviewoftheanalyzedknowledgemanagementframeworks:
(1)Thereisnosingleorcommonlyaccepteddefinitionofwhatconstitutesaknowledgemanagementframework.
(2)Therearemanyconceptsthataresimilarintheframeworksanalyzed,buttheirorderingorstructurevaries.Forexample,whilethemajorityoftheframeworksrefertothefirstphaseasknowledgecreation,DavenportandPrusakusethetermgenerateknowledge,whereasVanderSpekandSpijkervettitlethisanalogousphaseknowledgedevelopment.Ingeneral,thedifferentframeworksproposedshareconsiderablesimilarities.Mostofthelifecyclesarearticulatedinfourphaseswherethefirstoneisacreatephase.Thesecondphasecorrespondstotheorganizationofknowledge.Phasethreeusesdifferenttermacrossthemodels,buttheyalladdresssomemechanismformakingknowledgeformal.Finally,thefourthphaseconcernstheabilitytoshareanduseknowledgeintheenterprise.Therefore,inthisarticle,theknowledgedevelopmentcycleisdefinedastheprocessofknowledgegeneration,knowledgestorage,knowledgedistributionandknowledgeapplication.Adetaileddefinitionoftheseprocesseswillbepresentedwhenlinkingthemwiththedifferenttoolsofthecorporateportalthatsupportthem.3.Portalssupportforknowledgemanagementprocesses3.1.PortaldefinitionsPortalsenablee-businessbyprovidingaunifiedapplicationaccess,informationmanagementandknowledgemanagementbothwithinenterprises,andbetweenenterprisesandtheirtradingpartners,channelpartnerandcustomers(GartnerGroup,1998).Fromthisdefinition,wecandistinguishtwotypesofcorporateportals:
extranetportalswhichprovidedepthcontentratherthanbreadthofcontent,offerspecialadvantagesforbusiness-to-business,e-commercebecausetheycanprovidesomethingclosertoasolution;andenterpriseintranetportalsthatsupportknowledgemanagementandinternalcommunicationsandtheyareemergingashomebasesforemployees.Inthisarticle,wewillfocusonthesecondtypeofportals.Aportalcanbeviewedasawaytoaccessdisseminatedinformationwithinacompanysinceinformationchunkscanbestoredinvarioussystemsusingdifferentformats.Oneofthemajordifferencesbetweenatraditionalwebsiteandaportalresidesinthefactthattheportalisusuallytailoredaccordingtotheusersneed.Aportalisconsequently,asinglepointofaccesstoInternetresources,anintegrationplatformfocusingonunificationorientedtowardsthebusinessprocessesofthecompany.Therefore,portalssynchronizeknowledgeandapplications,creatingasingleviewintotheorganizationsintellectualcapital.Portalshaveseenanevolutionaryapproach,thefirstonesweresearchengines,thatevolvedbyintegratingavarietyofservicessuchasvirtualcommunities,realtimechat,i.e.thebestexampleinthiscategoryisYahoo;Todaythetermisusedwidelytodescribemanydifferenttypesofproductswithdifferentpurposes.ThetermsEmployeesPortals,EnterpriseIntranetPortals,CorporatePortals,Business-to-EmployeesPortalsandBusiness-to-EmployeesSystemsaresometimesusedinterchangeablyassynonymstorefertothecategoryofportals,whichaimatprovidingempl