企业门户网站中英文对照外文翻译文献.docx
- 文档编号:3800527
- 上传时间:2022-11-25
- 格式:DOCX
- 页数:9
- 大小:24.88KB
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》由会员分享,可在线阅读,更多相关《企业门户网站中英文对照外文翻译文献.docx(9页珍藏版)》请在冰豆网上搜索。
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
(文档含英文原文和中文翻译)
Corporateportal:
atoolforknowledgemanagementsynchronization
Abstract
Asthebasisofvaluecreationandsuccessoforganizationsincreasinglydependsontheleverageofknowledgeavailableinternally,knowledgemanagementsystems(KMS)areemergingasvitaltoolsforcompetitiveadvantage.AmongtheseKMS,corporateportalspresentthepotentialofprovidingorganizationswitharichandcomplexsharedinformationworkspaceforthegeneration,exchange,anduseofknowledge.Butdevelopingcorporateportalsandbuildingthecriticalmassofusersrequiredtomakethemsuccessfulisnotaneasytask.Inthispaper,drawingupontheliteraturereviewandananalysisofearlyadoptersofcorporateportals,weaddressthestrengthofthistoolwhichconsistsmainlyinsynchronizingandsupportingknowledgeprocesses,puttheemphasisonfactorsinhibitingitsadoptionbycompaniesandfinallyproposesomeperspectivesforasuccessfulimplementation.
1.Introduction
Thewidespreadadoptionofnetworksandinformationtechnologyhasvastlyincreasedourabilitytostore,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-basedviewofthefirmbyenhancingthefirm’scapabilitytomanagetheknowledgeitpossesses.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.Knowledgemanagementprocessesandsystems
BeforefocusingonportalsasKMS,itsnecessarytodefineknowledgeandknowledgemanagementprocesses.
2.1.Knowledgedefinitions
Multipledefinitionsofknowledgehavebeenproposedintheliterature,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,theviewofknowledgeasacapabilitytoactsuggeststhatitisnotthespecificactionsofknowledge‘‘perse’’,buttheabilitytointerpretanduseinformationandexperiencethatinfluencesdecisions(Watson,1999).Finallyknowledgeasaprocess,focusesonapplyingexpertise,i.e.simultaneouslyknowingandacting(Zack,1999).Inthisarticle,weemphasizetheviewofknowledgeasa‘‘capabilitytoacteffectively’’.Knowledgeisseenasajustifiedpersonalbeliefthatincreasesanindividual’scapacitytotakeeffectiveaction.Knowledgemanagementinthisviewisbestunderstoodbyconsideringknowledgemanagementasthesystemicandorganizationallyspecifiedprocessofacquiring,organizingandcommunicatingknowledgeofemployeessothatotheremployeesmaymakeuseofittobemoreeffectiveandproductiveintheirwork(Alavi&Leidner,1999).
2.2.Knowledgeprocesses
Wecandescribeknowledgemanagementlifecycleasaniterativesequenceofactivities(Nissen,2000).Buildinguponthisnotion,weoutlinedfromknowledgemanagementframeworks,keyelementsofseverallifecyclemodels.
Severalkeypointsemergefromourreviewoftheanalyzedknowledgemanagementframeworks:
(1)Thereisnosingleorcommonlyaccepteddefinitionofwhatconstitutesaknowledgemanagementframework.
(2)Therearemanyconceptsthataresimilarintheframeworksanalyzed,buttheirorderingorstructurevaries.
Forexample,whilethemajorityoftheframeworksrefertothefirstphaseasknowledgecreation,DavenportandPrusakusethetermgenerateknowledge,whereasVanderSpekandSpijkervettitlethisanalogousphaseknowledgedevelopment.Ingeneral,thedifferentframeworksproposedshareconsiderablesimilarities.Mostofthelifecyclesarearticulatedinfourphaseswherethefirstoneisa‘‘create’’phase.Thesecondphasecorrespondstotheorganizationofknowledge.Phasethreeusesdifferenttermacrossthemodels,buttheyalladdresssomemechanismformakingknowledgeformal.Finally,thefourthphaseconcernstheabilitytoshareanduseknowledgeintheenterprise.Therefore,inthisarticle,theknowledgedevelopmentcycleisdefinedastheprocessofknowledgegeneration,knowledgestorage,knowledgedistributionandknowledgeapplication.Adetaileddefinitionoftheseprocesseswillbepresentedwhenlinkingthemwiththedifferenttoolsofthecorporateportalthatsupportthem.
3.Portalssupportforknowledgemanagementprocesses
3.1.Portaldefinitions
Portalsenablee-businessbyprovidingaunifiedapplicationaccess,informationmanagementandknowledgemanagementbothwithinenterprises,andbetweenenterprisesandtheirtradingpartners,channelpartnerandcustomers(GartnerGroup,1998).Fromthisdefinition,wecandistinguishtwotypesofcorporateportals:
extranetportalswhichprovidedepthcontentratherthanbreadthofcontent,offerspecialadvantagesforbusiness-to-business,e-commercebecausetheycanprovidesomethingclosertoasolution;andenterpriseintranetportalsthatsupportknowledgemanagementandinternalcommunicationsandtheyareemergingashomebasesforemployees.Inthisarticle,wewillfocusonthesecondtypeofportals.Aportalcanbeviewedasawaytoaccessdisseminatedinformationwithinacompanysinceinformationchunkscanbestoredinvarioussystemsusingdifferentformats.Oneofthemajordifferencesbetweenatraditionalwebsiteandaportalresidesinthefactthattheportalisusuallytailoredaccordingtotheusers’need.Aportalisconsequently,asinglepointofaccesstoInternetresources,anintegrationplatformfocusingonunificationorientedtowardsthebusinessprocessesofthecompany.Therefore,portalssynchronizeknowledgeandapplications,creatingasingleviewintotheorganization’sintellectualcapital.Portalshaveseenanevolutionaryapproach,thefirstonesweresearchengines,thatevolvedbyintegratingavarietyofservicessuchasvirtualcommunities,realtimechat,i.e.thebestexampleinthiscategoryisYahoo;Todaythetermisusedwidelytodescribemanydifferenttypesofproductswithdifferentpurposes.ThetermsEmployeesPortals,EnterpriseIntranetPortals,CorporatePortals,Business-to-EmployeesPortal
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 企业 门户 网站 中英文 对照 外文 翻译 文献
![提示](https://static.bdocx.com/images/bang_tan.gif)