How to Use Portals as a Knowledge-Sharing Mechanism

8/6/2019 How to Use Portals as a Knowledge-Sharing Mechanism

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IMS 5027 Knowledge Management

Assignment 1: Research Paper

Chun Man Lam (18424783)

How to use portals as knowledge-sharing mechanism?

Abstract

Review of literature on portals, the conceptual view of portal is an software

solution sit on corporate infrastructure which including internet, intranet, and extranet,

act as a gateway to all unstructured, structured, and collaborative information within

organization so that user can easily work on this personalized platform. As Collins, H.

(2001) describe portal like a house which we can review what we need from the

window and launch an application from the door. At the beginning, I would like

to illustrate the functions and types of both portals and knowledge sharing.

Furthermore, I will also explain the role of portals in knowledge sharing process.

This essay will discuss some successful cases on how to use Enterprise Information

Portal (EIP) to achieve knowledge sharing. In conclusion, I will point out the criticalsuccess factor on using portal as knowledge sharing tools.

Introduction

In the process of literature review, I found that there were many articles

describe the definitions, framework, business values and implementation issues of

portals. However, seldom of them review on the usage of it, especially achieving one


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of the process in knowledge management knowledge sharing (Alavi, M., 1997),

therefore the aim of this essay is to discuss the ways of using portals for knowledge

sharing.

In the part of literature review, I will describe the definition, framework, and

types of portal especially Enterprise Information Portal (EIP) from different

perspective. Furthermore, the definition of knowledge sharing will also be illustrated

in this part, after that, I will explain why we can use portals for knowledge sharing.

As the research done by Hall, C. in 2000 there were 30 percent of organization

built EIP for supporting general knowledge management issue and near 60 percent of

them implemented EIP because of aggressive growth and distributed personnel. This

result matched what Brent, J. B. (2002) said organizations face several challenges

such as rapid change of business environment, information overload, large scale and

distributed of both services and staff; managing knowledge within the large

organization is being recognized as an indicator to show how success of the

organization is so as to increase the innovativeness, responsiveness and

competitiveness of the organization (Hackbarth, G., 1998; Alavi, M. & Leidner, D. E.,

2001) and finally become an information age organizations (Applegate et al., 1999).

According to Brent, J. B. (2002), apart from intranet technology EIP is another

kind of technology that organization can make use of it as a platform in knowledge

management project. It was because EIP is designed to create and manage knowledge

pool and has many functions that can leverage knowledge assets within an

organization. This is the reason why EIP is being widely adopted by organizations as

a kind of knowledge management technologies and the marketplace is expected to

growth sharply (PricewaterhouseCoopers, 2001). By this reason, in the detail

discussion section, I will base on several business cases that successful implemented

EIP in their organization and analysis their success factors so as to conclude some

ideas on how can we use EIP as knowledge sharing tools.

Literature review


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What is Portal?

Portal is the most abused term in IT (Phifer, G., 2000). It is so difficult to

tell the definitive meaning of this word, because its meaning is varies in different time.

When the search engine was popular in the internet environment, we simply said that

this function that help us to get what we want from the internet is portal (Dias, C.,

2001). A few years later, when My Yahoo! - this next generation search engine

combined with the element of personalization and collaborative function launched, we

named as internet portal (Dias, C., 2001; Colin, W., 1999). According to the web site

searchCIO.com, the idea of portal is is a term, generally synonymous withgateway,

for a World Wide Web site that is or proposes to be a major starting site for users

when they get connected to the Web or that users tend to visit as an anchor site.

(searchCIO.com, 2002).

For EIP, Shilakes, C. C. & Tylman, J. (1998) defined them are applications

that enable companies to unlock internally and externally stored information, and

provide users and single gateway to personalized information needed to make

informed business decisions (Shilakes, C. C. & Tylman, J., 1998). In a conceptual

view, EIP is the integration of knowledge management and business intelligence

functions, which manage, organize, and distributed both structured and unstructured

data for business use (Hall, C., 2000).

No matter what definition of portals are, the primary objective for portal is

provide an environment or single interface that can facilitate user to navigate all those

necessary information easily so that they can make no matter operational and strategic

decision quickly (Collins, H., 2001; Ferguson, M., 1999)

Types of Portals

Start from internet portal, there are many kinds of portal in current market,

according to their function, we can group them into five primary categories (Brio

technology, 2002; Collins, H., 2001; Dias, C., 2001; Hall, C., 2000; Ferguson, M.,

1999; White, C., 1999). On the other hand, if we categorize them from the view of

handling different kinds of information unstructured, structured, and collaborative


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(Collins, H., 2001) or environment involved some portals are classified as more than

one category (see Table 1.).

There are several terms we use it variously to EIP category such as, corporate

portal, corporate information portal, business portal and enterprise information

portal(Finkelstein, C. & Aiken, P., 2000 p. 16). It was because when EIP was first

defined by Shilakes, C. C. and Tylman, J. in their Merril Lynch report, there were

many controversial views on the definition and taxonomy of this word. From

information gateway expanded to working platform (Murray, G., 1999), form user

centric to knowledge centric (Reynolds, H. and Koulopoulos, T., 1999), from

corporate level access to enterprise wide level access (Viador, 1999; Brio technology,

2002).

Primary Category Environment Sub-category Handle

Information

Type

Internet Portals Public Structured

Application Portals Corporate Business Intelligence Portal

Database Vendor Portal

ERP Vendor Portal

Balanced Scorecard Portal

Structured

Enterprise

Information Portals

Public/

Corporate

Collaborative Processing

Portal

Decision Processing Portal

Structured/

Unstructured/

Collabrative

Information

Management Portals

Corporate Workgroup Server

Knowledge Portal

Intranet Unstructured Portal

Unstructured/

Collaborative

Horizontal/Vertical

Portals

Public/

Corporate

Corporate Interest Portal

Electronic Commerce Portal

Employee Portal

Internet Hosting Portal

Structured/

Unstructured/

Collabrative

Table 1. Types of portal

What is knowledge sharing?


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Knowledge can be viewed from five perspectives (1) state of mind, (2) object,

(3) process, (4) condition of access to information, (5) capability (Alavi, M. &

Leidner, D. E., 2001, p. 109). Alavi, M. & Leidner, D. E. (2001) also state that if we

talking about knowledge sharing, then we view knowledge as a process. Perhaps this

can be supported by Tiwana, Amrit (2000) which explained in the view of basic

element of knowledge utilization. Knowledge sharing is one of the processes in

knowledge management framework apart from knowledge creation, knowledge

organization/storage, and knowledge application (Alavi, M., 1997). On the other

hand, it can also be view as one of the elements in knowledge utilization cycle when

combined with knowledge acquisition and knowledge utilization (Tiwana, Amrit,

2000).

Knowledge sharing is a kind of knowledge development cycle, in knowledge

sharing cycle (see Figure 1) there are eight processes: identify, collect, classify,

organize/store, share/disseminate, access, user/exploit, and generate (Skyrmie, D. J.,

1999, p. 61-62) which explain the process on how we absorb, filter and regenerate the

knowledge. However, Tiwan, Amrit (2000) says knowledge sharing is make use of

organizations resources to collect and digest all existing knowledge, is much focus

on collaborative view.

Knowledge

repository

Classify

Organize/Store

Share/

DisseminateAccess

Use/

Exploit

Generate

CollectIdentify

Figure 1. Knowledge Sharing Cycle.Source: Skyrmie, 1999


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Detail discussion

As the component of KM framework state by Alavi, M. (1997) is included

both social-cultural and technology factor and this can be explained by Davenport &

Prusak (1998) that KM project usually focus on several purpose such as technology

infrastructure, knowledge culture, and knowledge visible. I will discuss on how we

can use EIP to perform knowledge sharing along with how to use EIP to achieve

knowledge sharing cycle.

In technology view:

Firstly I will analysis the functions of EIP from knowledge management

technology view and show how we can use EIP to perform knowledge sharing

process that I described above.

As EIP is the evolution of intranet from knowledge management system

perspective because intranet cannot collect information from different data source,

havent the ability to organize the information and display it in clear and concise, also

the user should know how to navigate the information before they can use it, all these

shortcoming made intranet cannot fulfill the needs for knowledge sharing across

organization and it will become a nightmare if the information is growing continually

(Collins, H., 2001).

After reviewed some literatures on the functions of EIP (Collins, H. 2001; Hall,

C., 2000; Fitzloff, E. & Gardner, D., 1999; Shilakes, C. C. & Tylman, J., 1998), here

come up a model of the architecture and functionality (see Figure 2.)


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Internet, Intranet, Extranet, Web Service

Unstructured DataStructured Data

Data

Source

Middle Tier

Application

Server

Communication

Media

Application

ERP applications

Data Warehouses

Other OLTPdatabase

OLAP database

Multimedia

World

Wide Web

Ideas

Real Time

News

Documents& Reports

Metadata

Business

Application

Collaboration Team Work Knowledge Base

Corporate

Information

Business

Intelligence

Personalized web

page

Knowledge

Information

Data

Workflow

Search Engine

Business Intelligence Engine

Filter Information Pubsh

Knowledge Management Repository

Content Management Repository

Data Mart

Web Crawler/Spider

Index/Category

Taxonomy

Figure 2. EIP architecture and functionality


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From the figure 2 we can see that there are four layers in the architecture, data

source layer, application layer, communication media, and application layer, by this

architecture EIP can be claimed as one of the knowledge management technology

framework, because its functions are matched with the architecture of enterprise

knowledge management network which explained by Tiwan, Amrit (2000).

Firstly, the data source layer, EIP need to collect data from multiple data

sources, this idea is supported by Tiwan, Amrit (2000) which a knowledge

management system should get both explicit and tacit knowledge source for the

people to start the identify and collect stage in knowledge sharing cycle.

Secondly, the middle tier application layer, this layer mainly convert raw data

into meaningful information and it is the main layer of EIP because it contains all the

functions and features that support knowledge sharing process. According to the

knowledge management spectrum of Binney, D. (2001), knowledge management

should mapped to one or more elements in the spectrum. EIP provide knowledge

repository with filtering function aim to store and disseminate relevant information,

this features is belongs to the element of asset management. Furthermore, it provide

business intelligence engine for analyzing structured data from legacy database or

data warehouse, this is the element of analytical. Moreover, its spider/crawler feature

can automatically gather and categorize information that can support the acquisition

stage of Tiwans (2000) knowledge utilization cycle. In addition, it has collaborative

function, discussion forum and push function that fit into the element of innovation

and creation.

Thirdly, the communication media layer, as information is being stored in

various formats within knowledge repository, EIP can tidy up those raw information

by filtered and converted to a common format such as XML (Finkelstein, C. & Aiken,

P., 2000; Hall, C., 2000), then present it to user in different application.

At last, the application layer, apart from the middle tier application layer, this

layer provides the richest functions for knowledge sharing. If we use Syrmies (1999)

knowledge value chain for knowledge sharing to analysis them, search engine,

information push technology which help user collect/codify knowledge within or

outside corporate. Alternatively, knowledge base and business intelligence function

offer the interface for user to identify, use and share knowledge. For personalized

view, it can create an customized environment for different user so they can share

their thinking easily (McDermott, R., 1999). Both teamwork and collaboration


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functions provide a channel of informal communication with expertise (Collins, H.,

2001) so as to support share/disseminate process in Syrmies knowledge sharing cycle.

Finally, by integration EIP can also provide workflow and has the ability to

launch other business application to provide user a one-stop workbench in their

working environment, and these capability also fulfill the requirement of transactional

and process element of Binneys (2001) knowledge management spectrum.

In summary, the functions of EIP that analysis in different view and how to

support knowledge sharing process are listed in Table 2 (see Table 2.)

Analysis Technology Support

EIP layer EIP functionsKM

spectrum

Enterprise

KM

network

Knowledge

sharing

cycle

Knowledge

utilization

cycle

Knowledge

value chain

Data Source

Multiple data source

(unstructured and structured

data)

AnalyticalInformation

Mapping

Identify

Collect

Acquisition

Application

Server Search

Engine

BI Engine

Filter

Information

Push

KM Repository

CM Repository

Data Mart

Web

Crawler/Spider

Index/Category

Taxonomy

Analytical

Asset

Management

Intelligent

Agents and

Network

Mining

Identify

Collect

Classify

Organize/

Store

Acquisition

Sharing

Identify

Collect/

Codify

Communication

Media Metadata

Internet/intranet/extranet

Information

MappingSharing

Application

BI application

Collaboration

Knowledge

Base

Personalized

Web Page

Team Work

Workflow

Business

Applicaiton

Transactional

Analytical

Asset

Management

Process

Innovation

and Creation

Knowledge

Flows

Information

Sources

Information

and

Knowledge

Exchange

Identify

Share/

disseminate

Use/

Exploit

Generate

Sharing

Utilization

Identify

Collect/

Codify

Diffuse/

Use

Table 2. The support role and analysis of EIP functions


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In social-cultural factor:

After analysis the EIP from technology view, it seems EIP can support most of

the process in knowledge sharing cycle, however, there are still some case that people

not willing to use EIP for knowledge sharing (McDermott, R. and ODell, C., 2001)

by the excuse I have no time to document and share what I know or My job is so

unique, it seems cannot learn from others(Balaa, K., 2002).

Alavi, M. (1997) stated that knowledge management included both technology

and social-cultural factor, this view is supported by Tiwan, Amrit (2000) who

mentioned knowledge management should focus on the flow, is a management issue,

technology is only an enhancer drive by the right people in the right place to support

knowledge management. This approach is much clear when we talking about

knowledge sharing, because there are five elements need to concern when

implemented knowledge sharing. They are (1) the value of knowledge source, (2)

motivational disposition of the knowledge source, (3) knowledge transfer channel

much be richness and exist, (4) motivational disposition of the received knowledge, (5)

absorptive capacity of the received knowledge (Gupta, A. K. & Govindarajan, V.,

2000). I will base on several cases from McDermott, R. and ODell, C., (2001) to

analysis on how to use EIP for knowledge sharing.

For creating the value of knowledge source, we can see it from

PricewaterhouseCoopers (PwC)s brand, People, knowledge, and worlds and has a

very clear structure to support knowledge management, has global and business line

chief knowledge officer, each staff has to contribute in knowledge management

activities. AMS made a tight relationship between knowledge management and their

business strategy by announced in formal and informal way. Ford Motor Company

(Ford) link their production team with their R&D design team which use EIP to

communicate, aimed to promote knowledge sharing concept. Lotus people are

respected what they know rather than their position, they think that knowledge

sharing can identify themselves in the organization.

For the motivation of knowledge sharing, knowledge sharing contribution is

tightly related to AMSs staff performance appraisal, if any staff has a good

performance, an award will be given. However, their award on knowledge sharing is

only want to show company is concern on the process.


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In term of the rich knowledge transfer channel, AMS has both formal and

informal network, staff who need help can find anybody within organization by

stopping their work and ask them. For instance, staff in AMS always share

knowledge both on coffeepot or through EIP. In Ford, they use EIP to share all the

design with the subsidiaries aim to avoid the reoccurred of mistake, people usually

make use of this network to discuss and consult the expert within company before

product design.

Conclusion

As the aim for implement knowledge management system are (1) make

knowledge visible and identifiable, (2) develop a knowledge-intensive culture, (3)

build knowledge infrastructure (Davenport, T. H. & Prusak, L., 1998), and EIP is a

kind of knowledge management project in organization. If we want to use EIP to

achieve knowledge sharing process, we not only focus on technology of EIP but also

need to create a knowledge age organization that can help people in thinking.

Cultural barrier is not a main problem if company got a clear objective and

policy with enough support before implementation, then implement EIP which fit into

organization culture, after that ongoing review and proper manage the content in EIP

is a must, Besides, give all the people enough motivation and reward, also need to

train up everyone in organization support and aware use EIP for knowledge sharing is

the vital factor to support business activities.


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Reference

Alavi, M. (1997). Lecture notes of Knowledge Management and Knowledge

Management Systems. [On-line]. Accessed on September 2 2002 on World Wide

Web: http://www.rhsmith.umd.edu/is/malavi/icis-97-KMS/index.htm.

Alavi, M. & Leidner, D. E. (2001). Review: Knowledge Management and

Knowledge Management Systems: Conceptual Foundations and Research Issues.

MIS Quarterly, 25 (1), 107-136.

Alavi, M. & Leidner, D. E. (1999). Knowledge Management Systems: Issues,

Challenges, and Benefits. Communications of the Association for Information

Systems, 1 (7), pp 1-37.

Applegate, L. et al. (1999). Corporate Information Systems Management: Text and

Case, Boston: McGraw-Hill Irwin.

Balaa, K. (2002). Sharing makes it better. Businessline. Retrieved September 1,

2002 from World Wide Web:

http://proquest.umi.com/pqdweb?TS=1030809741&RQT=309&CC=2&Dtp=1&D

id=000000109670346

Brent, J. B. (2002). Building Knowledge Management Systems. Information Systems

Management Journal, Summer, 32-40.

Brio technology. (2002). Scalable Security for the Enterprise and Beyond. Great

America Parkway Santa Clara, CA. Retrieved September 1, 2002 from World

Wide Web: http://www.brio.com/pdfs/scalable_security.pdf.

Collins, H. (2001). Corporate portals: revolutionizing information access to increase

productivity and drive the bottom line, AMACOM, American Management

Association.


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Dias, C. (2001). Corporate portals: a literature review of a new concept in

Information Management. International Journal of Information Management, pp.

269-287.

Fahey, L. & Prusak, L. (1998). The Eleven Deadliest Sins of Knowledge

Management. California Management Review, 40 (3), 265-280.

Ferguson, M. (1999). Distribution business. Information Age, April, pp. 49-50.

Finkelstein, C. & Aiken, P. (2000). Building Corporate Portals with XML, USA:

McGraw-Hill.

Fitzloff, E. & Gardner, D. (1999). Web opens enterprise portals. InfoWorld.

Retrieved September 1, 2002 from World Wide Web:

http://ww1.infoworld.com/cgi-bin/displayStory.pl?/features/990125eip.htm

Hansen, M.T. & Nohira, N. and Tierney, T. (1999). Whats Your Strategy for

Managing Knowledge? Harvard Business Review, March-April, 106-116.

McDermott, R. & ODell, C. (2001). Overcoming cultural barriers to sharing

knowledge,Journal of Knowledge Management, pp. 76-85.

McDermott, R. (1999). Why information technology inspired but cannot deliver

knowledge management, California Management Review, pp. 103-117.

Murry, G. (1999). The portal is the desktop. e-promag.com. Retrieved September 1,

20002 from World Wide Web http://www.e-

promag.com/eparchive/index.cfm?fuseaction=viewarticle&ContentID=166&webs

iteid=.

Phifer, G. (1999). Enterprise portal trends emerge among confusion, Gartner Inc.


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PricewaterhouseCoopers (2001). Technology Forecast: 2001-2003,

PricewaterhouseCoopers, Technology Center, Menlo Park, CA.

Reynolds, H. & Koulopoulos, T. (1999). Enterprise knowledge has a face. Intelligent

Enterprise. Retrieved September 1, 2002 from World Wide Web:

http://www.intelligententerprise.com/db_area/archives/1999/993003/feat1.shtml.

Shilakes, C. C. & Tylman, J. (1998). Enterprise information portals. New York:

Merril Lynch. Retrieved September 5 2002 from World Wide Web:

http://www.sagemaker.com/hom.asp?id=500&file=Company/WhitePapers/lynch.

htm.

Skyrmie, D. J. (1999). Knowledge Networking: creating the collaborative enterprise,

Oxford: Butterworth-Heinemann.

Tiwan, Amrit (2000). The Knowledge Management toolkit: practical techniques for

building and knowledge management system, Prentice-Hall International.

Viador. (1999). Enterprise information portals: Realizing the vision of information

at your fingertips. Benecia Avenue, Sunnyvale, CA. Retrieved September 1,

2002 from World Wide Web

http://www.viador.com/pdfs/EIP_white_paper_1_99.pdf.

White, C. (1999). Using Information Portals in the Enterprise. DM Review.

Retrieved September 3 2002 from World Wide Web:

http://www.dmreview.com/master.cfm?NavID=55&EdID=61.


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Appendix A. Result from Plagiserve.

GISERVE?

E REPORT

REGISTER

IT PAPERS

REPORTS

DGE BASE

FAQ

Papers for Course - Knowledge Management01

ClassStudent

#

Student

Name

Plagiarism

Possibility (%)

Knowledge

Management0118424783

Chun Man

Lam5 % possibility


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Overall Score: 5 %

How to use portals as knowledge sharing mechanism? Abstract Review of literature

on portals, the conceptual view of portal is an software solution sit on corporate

infrastructure which including internet, intranet, and extranet, act as a gateway to all

unstructured, structured, and collaborative information within organization so that

user can easily work on this personalized platform. As Collins, H. (2001) describe

portal like a house which we can review what we need from the window and launch

an application from the door. At the beginning, I would like to illustrate the

functions and types of both portals and knowledge sharing. Furthermore, I will also

explain the role of portals in knowledge sharing process. This essay will discuss some

successful cases on how to use Enterprise Information Portal (EIP) to achieve

knowledge sharing. In conclusion, I will point out the critical success factor on using

portal as knowledge sharing tools and some future improvement of portal.

Introduction In the process of literature review, I found that there were many articles

describe the definitions, framework, business values and implementation issues of

portals. However, seldom of them review on the usage of it, especially achieving one

of the process in knowledge management knowledge sharing (Alavi, M. 1997),

therefore the aim of this essay is to discuss the ways of using portals for knowledge

sharing. In the part of literature review, I will describe the definition, framework, and

types of portal especially Enterprise Information Portal (EIP) from different

perspective. Furthermore, the definition of knowledge sharing will also be illustrated

in this part, after that, I will explain why we can use portals for knowledge sharing.

As the research done by Hall, C. in 2000 there were 30 percent of organization built

EIP for supporting general knowledge management issue and near 60 percent of them

implemented EIP because of aggressive growth and distributed personnel. This result

matched what Brent, J. B. (2002) said organizations face several challenges such as

rapid change of business environment, information overload, large scale and

distributed of both services and staff; managing knowledge within the large

organization is being recognized as an indicator to show how success of the

organization is so as to increase the innovativeness, responsiveness and

competitiveness of the organization (Hackbarth, G. 1998; Alavi, M. and Leidner, D. E.

2001) and finally become an information age organizations (Applegate et al. 1999).According to Brent, J. B. (2002), apart from intranet technology EIP is another kind


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unstructured, structured, and collaborative (Collins, H. 2001) or environment involved

some portals are classified as more than one category (see Table 1. ). There are

several terms we use it variously to EIP category such as, corporate portal,

corporate information portal, business portal and enterprise information

portal(Finkelstein, C. and Aiken, P. 2000 page 16). It was because when EIP was

first defined by Shilakes, C. C. and Tylman, J. in their Merril Lynch report, there were

many controversial views on the definition and taxonomy of this word. From

information gateway expanded to working platform (Murray, G. 1999), form user

centric to knowledge centric (Reynolds, H. and Koulopoulos, T. 1999), from

corporate level access to enterprise wide level access (Viador, 1999; Brio technology,

2002) What is knowledge sharing? Knowledge can be viewed from five perspectives

(1) state of mind, (2) object, (3) process, (4) condition of access to information, (5)

capability (Alavi, M. and Leidner, D. E. 2001, page 109). Alavi, M. and Leidner, D.

E. (2001) also state that if we talking about knowledge sharing, then we view

knowledge as a process. Perhaps this can be supported by Tiwana, Amrit (2000)

which explained in the view of basic element of knowledge utilization. Knowledge

sharing is one of the processes in knowledge management framework apart from

knowledge creation, knowledge organization/storage, and knowledge application

(Alavi, M. 1997). On the other hand, it can also be view as one of the elements in

knowledge utilization cycle when combined with knowledge acquisition and

knowledge utilization (Tiwana, Amrit 2000). Knowledge sharing is a kind of

knowledge development cycle, in knowledge sharing cycle (see Figure 1) there are

eight processes: identify, collect, classify, organize/store, share/disseminate, access,

user/exploit, and generate (Skyrmie, D. J. 1999, page 61 62) which explain the

process on how we absorb, filter and regenerate the knowledge. However, Tiwan,

Amrit (2000) says knowledge sharing is make use of organizations resources to

collect and digest all existing knowledge, is much focus on collaborative view. Detail

discussion As the component of KM framework state by Alavi, M (1997) is included

both social cultural and technology factor and this can be explained by Davenport and

Prusak (1998) that KM project usually focus on several purpose such as technology

infrastructure, knowledge culture, and knowledge visible. I will discuss on how we

can use EIP to perform knowledge sharing along with how to use EIP to achieve

knowledge sharing cycle. In technology view: Firstly I will analysis the functions of

EIP from knowledge management technology view and show how we can use EIP to


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perform knowledge sharing process that I described above. As EIP is the evolution of

intranet from knowledge management system perspective because intranet cannot

collect information from different data source, havent the ability to organize the

information and display it in clear and concise, also the user should know how to

navigate the information before they can use it, all these shortcoming made intranet

cannot fulfill the needs for knowledge sharing across organization and it will become

a nightmare if the information is growing continually (Collins, H. 2001). After

reviewed some literatures on the functions of EIP (Collins, H. 2001; Hall, C. 2000;

Fitzloff, E. and Gardner, D. 1999; Shilakes, C. C. and Tylman, J. 1998), here come up

a model of the architecture and functionality (see Figure 2. ) From the figure we can

see that there are four layers in the architecture, data source layer, application layer,

communication media, and application layer, by this architecture EIP can be claimed

as one of the knowledge management technology framework, because its functions

are matched with the architecture of enterprise knowledge management network

which explained by Tiwan, Amrit (2000). Firstly, the data source layer, EIP need to

collect data from multiple data sources, this idea is supported by Tiwan, Amrit (2000)

which a knowledge management system should get both explicit and tacit knowledge

source for the people to start the identify and collect stage in knowledge sharing cycle.

Secondly, the middle tier application layer, this layer mainly convert raw data into

meaningful information and it is the main layer of EIP because it contains all the

functions and features that support knowledge sharing process. According to the

knowledge management spectrum of Binney, D. (2001), knowledge management

should mapped to one or more elements in the spectrum. EIP provide knowledge

repository with filtering function aim to store and disseminate relevant information,

this features is belongs to the element of asset management. Furthermore, it provide

business intelligence engine for analyzing structured data from legacy database or

data warehouse, this is the element of analytical. Moreover, its spider/crawler feature

can automatically gather and categorize information that can support the acquisition

stage of Tiwans knowledge utilization cycle. In addition, it has collaborative function,

discussion forum and push function that fit into the element of innovation and

creation. Thirdly, the communication media layer, as information is being stored in

various formats within knowledge repository, EIP can tidy up those raw information

by filtered and converted to a common format such as XML (Finkelstein, C. and

Aiken, P. 2000; Hall, C. 2000), then present it to user in different application. At last,


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the application layer, apart from the middle tier application layer, this layer provides

the richest functions for knowledge sharing. If we use Syrmies (1999) knowledge

value chain for knowledge sharing to analysis them, search engine, information push

technology which help user collect/codify knowledge within or outside corporate.

Alternatively, knowledge base and business intelligence function offer the interface

for user to identify, use and share knowledge. For personalized view, it can create an

customized environment for different user so they can share their thinking easily

(McDermott, R. 1999). Both teamwork and collaboration functions provide a channel

of informal communication with expertise (Collins, H. 2001) so as to support

share/disseminate process in Syrmies knowledge sharing cycle. Finally, by

integration EIP can also provide workflow and has the ability to launch other business

application to provide user a one stop workbench in their working environment, and

these capability also fulfill the requirement of transactional and process element of

Binneys (2001) knowledge management spectrum. In summary, the functions of EIP

that analysis in different view and how to support knowledge sharing process are

listed in Table 2 (see Table 2. ) In social cultural factor: After analysis the EIP from

technology view, it seems EIP can support most of the process in knowledge sharing

cycle, however, there are still some case that people not willing to use EIP for

knowledge sharing (McDermott, R. and ODell, C. 2001) by the excuse I have no

time to document and share what I know or My job is so unique, it seems cannot

learn from others(Balaa, K. 2002). Alavi, M. (1997) stated that knowledge

management included both technology and social cultural factor, this view is

supported by Tiwan, Amrit (2000) who mentioned knowledge management should

focus on the flow, is a management issue, technology is only an enhancer drive by the

right people in the right place to support knowledge management. This approach is

much clear when we talking about knowledge sharing, because there are five elements

need to concern when implemented knowledge sharing. They are (1) the value of

knowledge source, (2) motivational disposition of the knowledge source, (3)

knowledge transfer channel much be richness and exist, (4) motivational disposition

of the received knowledge, (5) absorptive capacity of the received knowledge (Gupta,

A. K. and Govindarajan, V. 2000). I will base on several cases from McDermott, R.

and ODell, C. (2001) to analysis on how to use EIP for knowledge sharing. For

creating the value of knowledge source, we can see it from PricewaterhouseCoopers

(PwC)s brand, People, knowledge, and worlds and has a very clear structure to


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support knowledge management, has global and business line chief knowledge officer,

each staff has to contribute in knowledge management activities. AMS made a tight

relationship between knowledge management and their business strategy by

announced in formal and informal way. Ford Motor Company (Ford) link their

production team with their R&D design team which use EIP to communicate, aimed

to promote knowledge sharing concept. Lotus people are respected what they know

rather than their position, they think that knowledge sharing can identify themselves

in the organization. For the motivation of knowledge sharing, knowledge sharing

contribution is tightly related to AMSs staff performance appraisal, if any staff has a

good performance, an award will be given. However, their award on knowledge

sharing is only want to show company is concern on the process. In term of the rich

knowledge transfer channel, AMS has both formal and informal network, staff who

need help can find anybody within organization by stopping their work and ask them.

For instance, staff in AMS always share knowledge both on coffeepot or through EIP.

In Ford, they use EIP to share all the design with the subsidiaries aim to avoid the

reoccurred of mistake, people usually make use of this network to discuss and consult

the expert within company before product design. Conclusion As the aim for

implement knowledge management system are (1) make knowledge visible and

identifiable, (2) develop a knowledge intensive culture, (3) build knowledge

infrastructure (Davenport, T. H. and Prusak, L. 1998), and EIP is a kind of knowledge

management project in organization. If we want to use EIP to achieve knowledge

sharing process, we not only focus on technology of EIP but also need to create a

knowledge age organization that can help people in thinking. Cultural barrier is not

a main problem if company got a clear objective and policy with enough support

before implementation, then implement EIP which fit into organization culture, after

that ongoing review and proper manage the content in EIP is a must, Besides, give all

the people enough motivation and reward, also need to train up everyone in

organization support and aware use EIP for knowledge sharing is the vital factor to

support business activities.

How to Use Portals as a Knowledge-Sharing Mechanism

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