企业门户网站中英文对照外文翻译文献.docx

1、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)Corporate portal:a tool for knowledge management synchronization Abstract As the basis of value creation and success of organizations increasingly depends on the leverage of knowledge available internally,knowledge m

2、anagement systems(KMS)are emerging as vital tools for competitive advantage.Among these KMS,corporate portals present the potential of providing organizations with a rich and complex shared information workspace for the generation,exchange,and use of knowledge.But developing corporate portals and bu

3、ilding the critical mass of users required to make them successful is not an easy task.In this paper,drawing upon the literature review and an analysis of early adopters of corporate portals,we address the strength of this tool which consists mainly in synchronizing and supporting knowledge processe

4、s,put the emphasis on factors inhibiting its adoption by companies and finally propose some perspectives for a successful implementation.1.Introduction The widespread adoption of networks and information technology has vastly increased our ability to store,transfer and generate knowledge,enabling an

5、d accelerating the emergence of an economic,organizational and technological landscape,that is knowledge-based(Schwartz,Eamonn,&Boyer,1999;Romano,Elia,&Passiante,2001).This perspective builds upon and extends the resource-based view(RBV)of the firm initially promoted by Penrose(1959)and expanded by

6、others(Barney,1986;Chandler,1992;Prahalad&Hamel,1990;Teece,Pisano,&Shuen,1997).The premise of the RBV is that organizations employ a mix of acquisition and configuration of resources to change how their business is accomplished.Knowledge is often the basis for the effective utilization of many impor

7、tant resources.In this context,Information and Communication technologies may play an important role in effectuating the knowledge-based view of the firm by enhancing the firms capability to manage the knowledge it possesses.This awareness is one of the main reasons for the exponential growth of kno

8、wledge management systems(KMS).KMS are technologies that support knowledge management in organizations,specifically,knowledge generation,codification,and transfer(Ruggles,1997).In fact,a 2000 survey conducted by KPMG shows that the use of KMS is common in organizations worldwide and has numerous ben

9、efits(KPMG,2000).However,despite the potential benefits from KMS,the report also finds that companies were experiencing difficulties in effectively using these technologies.To address this issue,this paper focuses on a particular type of KMS,which is corporate portal,that presents the potential of p

10、roviding organizations with a rich and complex shared information workspace for the generation,exchange,and use of knowledge.Building upon a large literature review,insights from eight case studies of early adopters and ourown experience in dealing with some aspects of the implementation phase of ST

11、Microelectronics portal,we address the strengths of this tool which consistmainly in supporting knowledge development phases and focus on challenges and problems that organizations may face during its implementation.The paper is organized as follows:Section 1 presents a review on knowledge,knowledge

12、 management processes and systems.The following section focuses on a particular tool of KMS,that is the corporate portal;we present a comprehensive view of definitions and characteristics of this tool based on a comparative analysis of eight case studies in order to identify the potential role of co

13、rporate portal features in the various stages of the knowledge management processes.We then focus on the major barriers limiting its adoption and use by organizations.In the final section,building on the factors identified,we provide some perspectives for a successful implementation.2.Knowledge mana

14、gement processes and systems Before focusing on portals as KMS,its necessary to define knowledge and knowledge management processes.2.1.Knowledge definitions Multiple definitions of knowledge have been proposed in the literature,and debates about this concept have been expressed from a variety of pe

15、rspectives and positions.In fact,ever since the ancient Greek period,the quest of philosophy has been to find what knowledge is.Early thinkers such as Plato and Aristotle were followed by Hobbes and Locke to name just a few of the more prominent western philosophers.It seems we have no choice but to

16、 return to the question that has kept philosophers occupied for thousands of years.However,we should not approach it from a philosophical perspective.As observed by Alavi and Leidner(2001),the knowledge-based theory of the firm was never built on a universal truth of what knowledge really is but on

17、a pragmatic interest in being able to manage organisational knowledge.In recent years,we have witnessed a booming interest in knowledge also from other disciplines.Mainly two perspectives are dominant,an Information Technology view and a Strategic management view.While the IT view makes the distinct

18、ion between data,information and knowledge,and considers the ambiguity existing between these three concepts,the strategic management perspective views knowledge as a state of mind,a capability or a process.In fact,data is mainly considered as raw numbers that once processed becomes information,and

19、when put in specific context this information becomes knowledge(Vance,1997).Whereas,the perspective of knowledge as a state of mind posits that individuals expand their personal knowledge through the inputs received from their environment.Further,the view of knowledge as a capability to act suggests

20、 that it is not the specific actions of knowledge per se,but the ability to interpret and use information and experience that influences decisions(Watson,1999).Finally knowledge as a process,focuses on applying expertise,i.e.simultaneously knowing and acting(Zack,1999).In this article,we emphasize t

21、he view of knowledge as a capability to act effectively.Knowledge is seen as a justified personal belief that increases an individuals capacity to take effective action.Knowledge management in this view is best understood by considering knowledge management as the systemic and organizationally speci

22、fied process of acquiring,organizing and communicating knowledge of employees so that other employees may make use of it to be more effective and productive in their work(Alavi&Leidner,1999).2.2.Knowledge processes We can describe knowledge management life cycle as an iterative sequence of activitie

23、s(Nissen,2000).Building upon this notion,we outlined from knowledge management frameworks,key elements of several life cycle models.Several key points emerge from our review of the analyzed knowledge management frameworks:(1)There is no single or commonly accepted definition of what constitutes a kn

24、owledge management framework.(2)There are many concepts that are similar in the frameworks analyzed,but their ordering or structure varies.For example,while the majority of the frameworks refer to the first phase as knowledge creation,Davenport and Prusak use the term generate knowledge,whereas Van

25、der Spek and Spijkervet title this analogous phase knowledge development.In general,the different frameworks proposed share considerable similarities.Most of the life cycles are articulated in four phases where the first one is a create phase.The second phase corresponds to the organization of knowl

26、edge.Phase three uses different term across the models,but they all address some mechanism for making knowledge formal.Finally,the fourth phase concerns the ability to share and use knowledge in the enterprise.Therefore,in this article,the knowledge development cycle is defined as the process of kno

27、wledge generation,knowledge storage,knowledge distribution and knowledge application.A detailed definition of these processes will be presented when linking them with the different tools of the corporate portal that support them.3.Portals support for knowledge management processes 3.1.Portal definit

28、ions Portals enable e-business by providing a unified application access,information management and knowledge management both within enterprises,and between enterprises and their trading partners,channel partner and customers(Gartner Group,1998).From this definition,we can distinguish two types of c

29、orporate portals:extranet portals which provide depth content rather than breadth of content,offer special advantages for business-to-business,e-commerce because they can provide something closer to a solution;and enterprise intranet portals that support knowledge management and internal communicati

30、ons and they are emerging as home bases for employees.In this article,we will focus on the second type of portals.A portal can be viewed as away to access disseminated information within a company since information chunks can be stored in various systems using different formats.One of the major diff

31、erences between a traditional web site and a portal resides in the fact that the portal is usually tailored according to the users need.A portal is consequently,a single point of access to Internet resources,an integration platform focusing on unification oriented towards the business processes of t

32、he company.Therefore,portals synchronize knowledge and applications,creating a single view into the organizations intellectual capital.Portals have seen an evolutionary approach,the first ones were search engines,that evolved by integrating a variety of services such as virtual communities,real time

33、 chat,i.e.the best example in this category is Yahoo;Today the term is used widely to describe many different types of products with different purposes.The terms Employees Portals,Enterprise Intranet Portals,Corporate Portals,Business-to-Employees Portals and Business-to-Employees Systems are sometimes used interchangeably as synonyms to refer to the category of portals,which aim at providing empl