企业门户网站[外文翻译]

1、外文翻译Corporateportal:atoolforknowledgemanagementsynchronizationHindBenbya*,GiuseppinaPassiante,NassimAissaBelbalyHYPERLINK /locate/iji/locate/ijinfomgtAbstractAsthebasisofvaluecreationandsuccessoforganizationsincreasinglydependsontheleverageofknowledgeavailableinternally,knowledgemanagementsystems(KM

2、S)areemergingasvitaltoolsforcompetitiveadvantage.AmongtheseKMS,corporateportalspresentthepotentialofprovidingorganizationswitharichandcomplexsharedinformationworkspaceforthegeneration,exchange,anduseofknowledge.Butdevelopingcorporateportalsandbuildingthecriticalmassofusersrequiredtomakethemsuccessfu

3、lisnotaneasytask.Inthispaper,drawingupontheliteraturereviewandananalysisofearlyadoptersofcorporateportals,weaddressthestrengthofthistoolwhichconsistsmainlyinsynchronizingandsupportingknowledgeprocesses,puttheemphasisonfactorsinhibitingitsadoptionbycompaniesandfinallyproposesomeperspectivesforasucces

4、sfulimplementation.1.lntroductionThewidespreadadoptionofnetworksandinformationtechnologyhasvastlyincreasedourabilitytostore,transferandgenerateknowledge,enablingandacceleratingtheemergeneeofaneconomic,organizationalandtechnologicalIandscape,thatisknowledge-based(Schwartz,Eamonn,&Boyer,1999;Romano,El

5、ia，&Passiante,2001).Thisperspectivebuildsuponandextendstheresource-basedview(RBV)ofthefirminitiallypromotedbyPenrose(1959)andexpandedbyothers(Barney,1986;Chandler,1992;Prahalad&Hamel,1990;Teece,Pisano,&Shuen,1997).ThepremiseoftheRBVisthatorganizationsemployamixofacquisitionandconfigurationofresource

6、stochangehowtheirbusinessisaccomplished.Knowledgeisoftenthebasisfortheeffectiveutilizationofmanyimportantresources.Inthiscontext,InformationandCommunicationtechnologiesmayplayanimportantroleineffectuatingtheknowledge-basedviewofthefirmbyenhancingthefirmcapabilitytomanagetheknowledgeitpossesses.Thisa

7、warenessisoneofthemainreasonsfortheexponentialgrowthofknowledgemanagementsystems(KMS).KMSaretechnologiesthatsupportknowledgemanagementinorganizations,specifically,knowledgegeneration,codification,andtransfer(Ruggles,1997)nfact,a2000surveyconductedbyKPMGshowsthattheuseofKMSiscommoninorganizationsworl

8、dwideandhasnumerousbenefits(KPMG,2000).However,despitethepotentialbenefitsfromKMS,thereportalsofindsthatcompanieswereexperiencingdifficultiesineffectivelyusingthesetechnologies.Toaddressthisissue,thispaperfocusesonaparticulartypeofKMS,whichiscorporateportal,thatpresentsthepotentialofprovidingorganiz

9、ationswitharichandcomplexsharedinformationworkspaceforthegeneration,exchange,anduseofknowledge.Buildinguponalargeliteraturereview,insightsfromeightcasestudiesofearlyadoptersandourownexperienceindealingwithsomeaspectsoftheimplementationphaseofSTMicroelectronicsportal,weaddressthestrengthsofthistoolwh

10、ichconsistmainlyinsupportingknowledgedevelopmentphasesandfocusonchallengesandproblemsthatorganizationsmayfaceduringitsimplementation.Thepaperisorganizedasfollows:Section1presentsareviewonknowledge,knowledgemanagementprocessesandsystems.ThefollowingsectionfocusesonaparticulartoolofKMS,thatisthecorpor

11、ateportal;wepresentacomprehensiveviewofdefinitionsandcharacteristicsofthistoolbasedonacomparativeanalysisofeightcasestudiesinordertoidentifythepotentialroleofcorporateportalfeaturesinthevariousstagesoftheknowledgemanagementprocesses.Wethenfocusonthemajorbarrierslimitingitsadoptionandusebyorganizatio

12、ns.Inthefinalsection,buildingonthefactorsidentified,weprovidesomeperspectivesforasuccessfulimplementation.KnowledgemanagementprocessesandsystemsBeforefocusingonportalsasKMS,itsnecessarytodefineknowledgeandknowledgemanagementprocesses.KnowledgedefinitionsMultipledefinitionsofknowledgehavebeenproposed

13、intheliterature,anddebatesaboutthisconcepthavebeenexpressedfromavarietyofperspectivesandpositions.Infact,eversincetheancientGreekperiod,thequestofphilosophyhasbeentofindwhatknowledgeis.EarlythinkerssuchasPlatoandAristotlewerefollowedbyHobbesandLocketonamejustafewofthemoreprominentwesternphilosophers

14、.Itseemswehavenochoicebuttoreturntothequestionthathaskeptphilosophersoccupiedforthousandsofyears.However,weshouldnotapproachitfromaphilosophicalperspective.AsobservedbyAlaviandLeidner(2001),theknowledge-basedtheoryofthefirmwasneverbuiltonauniversaltruthofwhatknowledgereallyisbutonapragmaticinteresti

15、nbeingabletomanageorganisationalknowledge.Inrecentyears,wehavewitnessedaboominginterestinknowledgealsofromotherdisciplines.Mainlytwoperspectivesaredominant,anInformationTechnologyviewandaStrategicmanagementview.WhiletheITviewmakesthedistinctionbetweendata,informationandknowledge,andconsiderstheambig

16、uityexistingbetweenthesethreeconcepts,thestrategicmanagementperspectiveviewsknowledgeasastateofmind,acapabilityoraprocess.Infact,dataismainlyconsideredasrawnumbersthatonceprocessedbecomesinformation,andwhenputinspecificcontextthisinformationbecomesknowledge(Vance,1997).Whereas,theperspectiveofknowle

17、dgeasastateofmindpositsthatindividualsexpandtheirpersonalknowledgethroughtheinputsreceivedfromtheirenvironment.Further,theviewofknowledgeasacapabilitytoactsuggeststhatitisnotthespecificactionsofknowledgeperse,butthinterpretanduseinformationandexperieneethatinfluencesdecisions(Watson,1999).Finallykno

18、wledgeasaprocess,focusesonapplyingexpertise,i.e.simultaneouslyknowingandacting(Zack,1999).Inthisarticle,weemphasizetheviewofknowledgeasacapabilitytoffectively.Knowledgeisseenasajustifiedpersonalbeliefthatincreasesanindividualcapacitytotakeeffectiveaction.Knowledgemanagementinthisviewisbestunderstood

19、byconsideringknowledgemanagementasthesystemicandorganizationallyspecifiedprocessofacquiring,organizingandcommunicatingknowledgeofemployeessothatotheremployeesmaymakeuseofittobemoreeffectiveandproductiveintheirwork(Alavi&Leidner,1999).KnowledgeprocessesWecandescribeknowledgemanagementlifecycleasanite

20、rativesequeneeofactivities(Nissen,2000).Buildinguponthisnotion,weoutlinedfromknowledgemanagementframeworks,keyelementsofseverallifecyclemodels.Severalkeypointsemergefromourreviewoftheanalyzedknowledgemanagementframeworks:Thereisnosingleorcommonlyaccepteddefinitionofwhatconstitutesaknowledgemanagemen

21、tframework.Therearemanyconceptsthataresimilarintheframeworksanalyzed,buttheirorderingorstructurevaries.Forexample,whilethemajorityoftheframeworksrefertothefirstphaseasknowledgecreation,DavenportandPrusakusethetermgenerateknowledge,whereasVanderSpekandSpijkervettitlethisanalogousphaseknowledgedevelop

22、ment.Ingeneral,thedifferentframeworksproposedshareconsiderablesimilarities.Mostofthelifecyclesarearticulatedinfourphaseswherethefirstoneisacreatephase.Thesecondphasecorrespondstotheorganizationofknowledge.Phasethreeusesdifferenttermacrossthemodels,buttheyalladdresssomemechanismformakingknowledgeform

23、al.Finally,thefourthphaseconcernstheabilitytoshareanduseknowledgeintheenterprise.Therefore,inthisarticle,theknowledgedevelopmentcycleisdefinedastheprocessofknowledgegeneration,knowledgestorage,knowledgedistributionandknowledgeapplication.Adetaileddefinitionoftheseprocesseswillbepresentedwhenlinkingt

24、hemwiththedifferenttoolsofthecorporateportalthatsupportthem.PortalssupportforknowledgemanagementprocessesPortaldefinitionsPortalsenablee-businessbyprovidingaunifiedapplicationaccess,informationmanagementandknowledgemanagementbothwithinenterprises,andbetweenenterprisesandtheirtradingpartners,channelp

25、artnerandcustomers(GartnerGroup,1998).Fromthisdefinition,wecandistinguishtwotypesofcorporateportals:extranetportalswhichprovidedepthcontentratherthanbreadthofcontent,offerspecialadvantagesforbusiness-to-business,e-commercebecausetheycanprovidesomethingclosertoasolution;andenterpriseintranetportalsth

26、atsupportknowledgemanagementandinternalcommunicationsandtheyareemergingashomebasesforemployees.Inthisarticle,wewillfocusonthesecondtypeofportals.Aportalcanbeviewedasawaytoaccessdisseminatedinformationwithinacompanysinceinformationchunkscanbestoredinvarioussystemsusingdifferentformats.Oneofthemajordi

27、fferencesbetweenatraditionalwebsiteandaportalresidesinthefactthattheportalisusuallytailoredaccordingtotheusersportalisconsequently,asinglepointofaccesstoInternetresources,anintegrationplatformfocusingonunificationorientedtowardsthebusinessprocessesofthecompany.Therefore,portalssynchronizeknowledgean

28、dapplications,creatingasingleviewintotheorganizationintellectualcapital.Portalshaveseenanevolutionaryapproach,thefirstonesweresearchengines,thatevolvedbyintegratingavarietyofservicessuchasvirtualcommunities,realtimechat,i.e.thebestexampleinthiscategoryisYahoo;Todaythetermisusedwidelytodescribemanydi

29、fferenttypesofproductswithdifferentpurposes.ThetermsEmployeesPortals,EnterpriseIntranetPortals,CorporatePortals,Business-to-EmployeesPortalsandBusiness-to-EmployeesSystemsaresometimesusedinterchangeablyassynonymstorefertothecategoryofportals,whichaimatprovidingemployeeswithin-timerelevantinformation

30、theyneedtoperformtheirdutiesandmakeefficientbusinessdecisions.PerspectivesforasuccessfulimplementationBasedupontheearlieranalysis,wecanoffersomeperspectivesinordertodefine,implementandexecuteeffectivecorporateportals.CommitmentandsupportoftheCEOManyauthorssuggestthatleadershipcommitmentisakeychallen

31、geforthesuccessofanyknowledgemanagementinitiative(Nonaka&Takeuchi,1995).lfmanagementspendsasignificantamountofresourcesoneitherpurchasingordevelopingandimplementingsuchtechnology,employeescouldinterpretthisasasignofmanagemensupportforthisideal,andactaccordingly.However,asMartinsons(1991)acknowledges

32、,ifemployeesperceivethatmanagementisnotverycommittedtoimplementingthisnewtechnology,thentheinitiativetopromoteastrongknowledgesharingcultureisnotlikelytobesuccessful.MotivationandcommitmentforadoptionofthesetechnologiesUnderstandingwhatmotivatespeopletoapplytheirexpertiseiskeytoavoidingthetrapofbuil

33、dingtechnologymarvelsthatnooneuses.Frequently,acriticalmassofemployeesendupnotusingtheapplicationsbecausetheyarenotconvincedtheapplicationswillbenefitthem.Managersshouldnotassumethattheyknowwhatemployeeswant.Theymustresearchtheneedsandlatentdissatisfactionsoftheiremployees,muchastheydothoseoftheircu

34、stomersandthencreateacompellingofferingthatencouragesemployeestousethenewonlinetools.LinkingknowledgeandbusinessprocessesorganizaIthasbecomelargelyagreedthatknowledgemanagementactivitiesshouldbeintegratedwithinday-to-daybusinessprocessestoensurecontinualprocessimprovementandfacilitatelearningandtheg

35、radualdevelopmentofmemory.Theporfehouldpresentanidealenvironmenttointegratethebusinessprocessaspectswithknowledgeprocessesandactivelysupportstheworkerinusingandaddingtoknowledgeresourcesbyestablishingstandardsforinformationcollection,processing,andpresentation.4.4.lnformationsharingcultureItisthecul

36、tureoftheorganizationthatsupportsorimpedesknowledgecreationandtransfereneebothinternallyandtoitscustomers.Therefore,ratherthanjustencouragingormandatingknowledgesharing,fosteringthemotivationtoshareknowledgemustprecedeit.LearningfromfailuresCompaniesmustreviewtheirsuccessesandfailures,assessthemsyst

37、ematically,andrecordthelessonsinformthatemployeesfindaccessible.ManycompanieslikeMicrosoft,arefollowingthisprocessofidentifyingandtransferringInternalBestpractices.Thisprocessisreferredasthe“SantayanaReview,citingthephiloGeorgeSantayana,whocoinedthephrase,thosewhocannotrememberthepastarecondemnedtor

38、qoeatit(Garvin,1994).4.6.ImmaterialincentivesInlinewithMalhotra(2002),weconsiderthat,designofincentivesmustconsiderthatinstitutionalcontrolsaswellassomemonetaryrewardsandincentivesareinadequateanddonotnecessarilyensuredesiredknowledgesharingbehaviors.Insteadtheycanbereplacedbyimmaterialincentivesand

39、recognition.Companiesshouldchampionthenewethicsandvaluesthatareattheheartofaknowledge-basedenterprise.AtthecoreofthisnewunderstandingliesaverysimpleethicthatVernaAlleecallstheprincipleoffairexchange:Dopeoplefeeltarebeingtreatedfairlyfortheintelligenee,creativityinnovation,experienceandpassiontheybri

40、ngtotheirwork.ConclusionThisarticle,basedonananalysisofeightcasestudiesofearlyadoptersofcorporateportal,focusedmainlyonthebenefitsandchallengespresentedbythistool.Corporateportalsseemtopresentthepotentialofprovidingorganizationswitharichandcomplexsharedinformationworkspaceforthegeneration,exchange,a

41、nduseofknowledge.Theysynchronizeknowledgeandapplications,creatingasingleviewintotheorganizationintellectualcapital.Butdevelopingcorporateportalsandbuildingthecriticalmassofusersrequiredtomakethemsuccessfulisnotaneasytask.Giventheriskthatcorporateportalsfailtodelivertheexpectedbenefits,animportanttas

42、kforknowledgemanagementresearchistocontributeknowledgethatwillsupportresearchersandpractitionersintheireffortstosuccessfullydevelopandimplementcorporateportals.Thisarticlecontributestothisstreamofresearchbystudyingpotentialbarriersinportalinsplementationandsuggestingsomeperspectivesforasuccessfulimp

43、lementation.译文企业门户网站：知识管理的同步工具HindBenbya*,GiuseppinaPassiante,NassimAissaBelbalyHYPERLINK /locate/iji/locate/ijinfomgt摘要由于价值创造基础和组织成功越来越依赖内部可用的知识杠杆作用，知识管理系统（KMS从而称为竞争优势的重要工具。这些KM笳，企业门户网站为机构提供了丰富、复杂的共享信息平台的可能性，可进行知识的产生、交换和使用。但构建企业门户网站并确定所需用户量以期获得成功并非易事。本文中，通过文献回顾以及对早期企业门户网站案例的分析，我们确定该工具强度，主要包括同步和知识系统

44、流程，着重强调限制企业利用的因素，并最终提出成功执行的一些观点。引言网络和信息技术的广泛应用已极大增强我们存储、传输和生成知识的能力，促使和加速基于知识的经济、组织和技术前景的出现（Schwartz、Eamonn和Boyer，1999;RomanoElia和Passiante，2001）。该观点创建和扩展企业资源观（RBV，最初由Penrose（1959）提出，并由其他人扩充（Barney，1986;Chandler，1992；Prahalad和Hamel,1990;Teece、Pisano和Shuen,1997）。RBV的前提是机构进行资源收购和配置以改变其业务如何完成。知识通常是有效使用各

45、种重要资源的基础。这种情况下，信息和通信技术可能通过提高公司管理其所有的知识的能力，在完成企业知识观上起重要作用。这是知识管理系统（KMS指数级增长的主要原因之一。KMS是支持机构内知识管理的技术，特别是知识创造、编码管理和传递（Ruggles，1997）。事实上，KPMGS行的2000年调查显示全球范围内各机构普遍适用KMS并取得众多益处（KPMG2000）0但是，尽管KMSt各种益处，但报告发现公司在有效使用这些技术上存在各种难题。为确定这个问题，本文专注KMS的特定类型，即什么是企业门户网站，为机构提供了丰富、复杂的共享信息平台，包括知识创造、交流和使用。基于大量文献回顾、早期使用者八个

46、案例研究观点和我们在处理STMicroelectronomics门户网站时的经验，我们确定了该工具的优势，主要包括支持知识创建阶段，并专注执行期间机构可能面临的挑战和问题。本文结构如下：第一部分回顾了知识、知识管理流程和系统。第二部分重点介绍KMST具，即企业门户网站；基于对八个案例的全面分析，给出该工具的定义和特征，以便确定企业门户网站特点在知识管理流程不同阶段所起的作用。然后我们研究限制机构选择和使用的障碍。在最后一部分，根据已确定的因素，我们提出了成功执行的一些观点。知识管理流程与系统讨论门户网站作为KM比前，需要界定知识和知识管理流程。知识定义文献中关于知识定义各种各样，这个概念的争论

47、表现为各种观念和立场。事实上，自古希腊时期起，哲学的探寻就是发现什么是知识。霍布斯和洛克等一批卓越西方哲学家继承了早期思想家如柏拉图和亚里斯多德的思想。看来我们没有选择余地，只能回到问题本身，而这已困扰哲学家数千年之久。但是，我们不应从哲学角度进行思考。Alavi和Leidner(2001)认为基于知识理论的公司从未建立于什么是知识的普遍事实之上，而是基于管理机构知识能力的实际利益。近些年，我们看到人们从其他学科关注知识。主要有两种观念，即信息技术观点和策略管理观点。信息技术明确区分数据、信息和知识，并认为这三个概念之间含混不清；策略管理认为知识是心智状态、能力或流程。事实上,数据多指原始数据

48、，经过处理成为信息，而特定情况下，该信息变为知识。(Vanee,1997)。其中，认为知识是心智的观念表明人们通过输入来自其所处环境的内容扩充个人知识。此外，认为知识是行为能力的观点表明，并非知识特定行为“本身”，而是解释和使用影响决策的信息和经验是为知识(Watson,1999)。最后，知识作为流程，重点在只用专有技术，即知识和行为的同步(Zack，1999)。本文中，我们强调知识是“有效行动的能力”。知识可以增加个人采取有效行动的能力。这里可以将知识管理理解为有系统有组织地规划取得、组织、与交流员工知识的流程，让其它员工可以运用这些知识，藉以提升其工作效率与生产力。(Alavi&Leidn

49、er，1999)。知识流程我们认为知识管理生命周期是活动的迭代次序(Nissen，2000)。根据这一观念，我们从知识管理框架得出一些生命周期模型的主要因素。对所有研究的知识管理框架的回顾，我们发现：尚无普遍被接受的知识管理流程定义。各流程定义中虽有许多类似的概念，但顺序或结构仍有差异。例如，大部分框架认为第一阶段为知识创造，Davenport和Prusak采用术语“产生知识”，而VanderSpek和Spijkervet采用类似表述知识创建。总体而言，不同框架包含一些相同点。大部分生命周期包含四个阶段，第一阶段为“创造”，第二阶段为知识组织。各模型描述第三阶段时用语不同，但均包含将知识形式化的机制。最后，第四阶段包括企业内部共享和使用知识的能力。因此，本文中，知识开发周期确定为知识创造、知识储存、知识散布和知识使用流程。在讨论支持的企业门户网站不同工具时，会对这些流程进行详细定义。支持知识管理流程的企业门户网站企业门户网站定义企业门户网站为企业内还