企業(yè)門戶網(wǎng)站[外文翻譯]

1、外文翻譯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.譯文企業(yè)門戶網(wǎng)站：知識管理的同步工具HindBenbya*,GiuseppinaPassiante,NassimAissaBelbalyHYPERLINK /locate/iji/locate/ijinfomgt摘要由于價值創(chuàng)造基礎(chǔ)和組織成功越來越依賴內(nèi)部可用的知識杠桿作用，知識管理系統(tǒng)（KMS從而稱為競爭優(yōu)勢的重要工具。這些KM笳，企業(yè)門戶網(wǎng)站為機構(gòu)提供了豐富、復雜的共享信息平臺的可能性，可進行知識的產(chǎn)生、交換和使用。但構(gòu)建企業(yè)門戶網(wǎng)站并確定所需用戶量以期獲得成功并非易事。本文中，通過文獻回顧以及對早期企業(yè)門戶網(wǎng)站案例的分析，我們確定該工具強度，主要包括同步和知識系統(tǒng)

44、流程，著重強調(diào)限制企業(yè)利用的因素，并最終提出成功執(zhí)行的一些觀點。引言網(wǎng)絡(luò)和信息技術(shù)的廣泛應用已極大增強我們存儲、傳輸和生成知識的能力，促使和加速基于知識的經(jīng)濟、組織和技術(shù)前景的出現(xiàn)（Schwartz、Eamonn和Boyer，1999;RomanoElia和Passiante，2001）。該觀點創(chuàng)建和擴展企業(yè)資源觀（RBV，最初由Penrose（1959）提出，并由其他人擴充（Barney，1986;Chandler，1992；Prahalad和Hamel,1990;Teece、Pisano和Shuen,1997）。RBV的前提是機構(gòu)進行資源收購和配置以改變其業(yè)務(wù)如何完成。知識通常是有效使用各

45、種重要資源的基礎(chǔ)。這種情況下，信息和通信技術(shù)可能通過提高公司管理其所有的知識的能力，在完成企業(yè)知識觀上起重要作用。這是知識管理系統(tǒng)（KMS指數(shù)級增長的主要原因之一。KMS是支持機構(gòu)內(nèi)知識管理的技術(shù)，特別是知識創(chuàng)造、編碼管理和傳遞（Ruggles，1997）。事實上，KPMGS行的2000年調(diào)查顯示全球范圍內(nèi)各機構(gòu)普遍適用KMS并取得眾多益處（KPMG2000）0但是，盡管KMSt各種益處，但報告發(fā)現(xiàn)公司在有效使用這些技術(shù)上存在各種難題。為確定這個問題，本文專注KMS的特定類型，即什么是企業(yè)門戶網(wǎng)站，為機構(gòu)提供了豐富、復雜的共享信息平臺，包括知識創(chuàng)造、交流和使用。基于大量文獻回顧、早期使用者八個

46、案例研究觀點和我們在處理STMicroelectronomics門戶網(wǎng)站時的經(jīng)驗，我們確定了該工具的優(yōu)勢，主要包括支持知識創(chuàng)建階段，并專注執(zhí)行期間機構(gòu)可能面臨的挑戰(zhàn)和問題。本文結(jié)構(gòu)如下：第一部分回顧了知識、知識管理流程和系統(tǒng)。第二部分重點介紹KMST具，即企業(yè)門戶網(wǎng)站；基于對八個案例的全面分析，給出該工具的定義和特征，以便確定企業(yè)門戶網(wǎng)站特點在知識管理流程不同階段所起的作用。然后我們研究限制機構(gòu)選擇和使用的障礙。在最后一部分，根據(jù)已確定的因素，我們提出了成功執(zhí)行的一些觀點。知識管理流程與系統(tǒng)討論門戶網(wǎng)站作為KM比前，需要界定知識和知識管理流程。知識定義文獻中關(guān)于知識定義各種各樣，這個概念的爭論

47、表現(xiàn)為各種觀念和立場。事實上，自古希臘時期起，哲學的探尋就是發(fā)現(xiàn)什么是知識?；舨妓购吐蹇说纫慌吭轿鞣秸軐W家繼承了早期思想家如柏拉圖和亞里斯多德的思想?？磥砦覀儧]有選擇余地，只能回到問題本身，而這已困擾哲學家數(shù)千年之久。但是，我們不應從哲學角度進行思考。Alavi和Leidner(2001)認為基于知識理論的公司從未建立于什么是知識的普遍事實之上，而是基于管理機構(gòu)知識能力的實際利益。近些年，我們看到人們從其他學科關(guān)注知識。主要有兩種觀念，即信息技術(shù)觀點和策略管理觀點。信息技術(shù)明確區(qū)分數(shù)據(jù)、信息和知識，并認為這三個概念之間含混不清；策略管理認為知識是心智狀態(tài)、能力或流程。事實上,數(shù)據(jù)多指原始數(shù)據(jù)

48、，經(jīng)過處理成為信息，而特定情況下，該信息變?yōu)橹R。(Vanee,1997)。其中，認為知識是心智的觀念表明人們通過輸入來自其所處環(huán)境的內(nèi)容擴充個人知識。此外，認為知識是行為能力的觀點表明，并非知識特定行為“本身”，而是解釋和使用影響決策的信息和經(jīng)驗是為知識(Watson,1999)。最后，知識作為流程，重點在只用專有技術(shù)，即知識和行為的同步(Zack，1999)。本文中，我們強調(diào)知識是“有效行動的能力”。知識可以增加個人采取有效行動的能力。這里可以將知識管理理解為有系統(tǒng)有組織地規(guī)劃取得、組織、與交流員工知識的流程，讓其它員工可以運用這些知識，藉以提升其工作效率與生產(chǎn)力。(Alavi&Leidn

49、er，1999)。知識流程我們認為知識管理生命周期是活動的迭代次序(Nissen，2000)。根據(jù)這一觀念，我們從知識管理框架得出一些生命周期模型的主要因素。對所有研究的知識管理框架的回顧，我們發(fā)現(xiàn)：尚無普遍被接受的知識管理流程定義。各流程定義中雖有許多類似的概念，但順序或結(jié)構(gòu)仍有差異。例如，大部分框架認為第一階段為知識創(chuàng)造，Davenport和Prusak采用術(shù)語“產(chǎn)生知識”，而VanderSpek和Spijkervet采用類似表述知識創(chuàng)建?？傮w而言，不同框架包含一些相同點。大部分生命周期包含四個階段，第一階段為“創(chuàng)造”，第二階段為知識組織。各模型描述第三階段時用語不同，但均包含將知識形式化的機制。最后，第四階段包括企業(yè)內(nèi)部共享和使用知識的能力。因此，本文中，知識開發(fā)周期確定為知識創(chuàng)造、知識儲存、知識散布和知識使用流程。在討論支持的企業(yè)門戶網(wǎng)站不同工具時，會對這些流程進行詳細定義。支持知識管理流程的企業(yè)門戶網(wǎng)站企業(yè)門戶網(wǎng)站定義企業(yè)門戶網(wǎng)站為企業(yè)內(nèi)還