企业门户网站中英文对照外文翻译文献.docx

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