神马品牌网002014和讯:哪位高人帮忙翻译一下（一）
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3. Occurs within constraints including limits of expertise, time, money, competition
and cultural considerations. While collaboration does take place within these
constraints, the extent to which these constraints effect the need for successful
collaboration has yet to be ascertained. However, there is a feeling within Galaxy
Corporation that one must not become too dependent upon the technology. As stated
by one consultant "You cannot do everything through this contraption [MyGalaxy and
the Virtual Project Room] !!". At the same time it is a fact that use of the technology
described above has meant that consultants have free access to each others expertise
and are not bound by organisational walls (departments, divisions) and they are no
longer restricted to working on projects that fall within their own departments.
Consultants feel that they can move through the organisation more freely and hybrid
projects have become more commonplace.
There is a need to share skills, costs or access each other’s resources. This is why the
division and unit homepages are more often accessed in comparison to the other
facilities. Only 10% of the employees have trouble sharing knowledge. The rest do so
regularly in various ways. A once popular site at the Starnet prior to the merger, is the
knowledge market place where consultants put up a question of a special matter to
which others within the organisation may provide answers to. When someone puts in
a question or an answer in his or her marketspot, the consultant whose marketspot has
been queried then receives an email. Consultants can also see short biodatas of the
other consultants that are described in a marketspot. In addition, the consultant can
also view the colleagues that have special experience on the subject of the market spot
(in this way colleagues find colleagues). Shown in textbox 2, is the way in which the
knowledge marketplace is used to share knowledge.
and cultural considerations. While collaboration does take place within these
constraints, the extent to which these constraints effect the need for successful
collaboration has yet to be ascertained. However, there is a feeling within Galaxy
Corporation that one must not become too dependent upon the technology. As stated
by one consultant "You cannot do everything through this contraption [MyGalaxy and
the Virtual Project Room] !!". At the same time it is a fact that use of the technology
described above has meant that consultants have free access to each others expertise
and are not bound by organisational walls (departments, divisions) and they are no
longer restricted to working on projects that fall within their own departments.
Consultants feel that they can move through the organisation more freely and hybrid
projects have become more commonplace.
There is a need to share skills, costs or access each other’s resources. This is why the
division and unit homepages are more often accessed in comparison to the other
facilities. Only 10% of the employees have trouble sharing knowledge. The rest do so
regularly in various ways. A once popular site at the Starnet prior to the merger, is the
knowledge market place where consultants put up a question of a special matter to
which others within the organisation may provide answers to. When someone puts in
a question or an answer in his or her marketspot, the consultant whose marketspot has
been queried then receives an email. Consultants can also see short biodatas of the
other consultants that are described in a marketspot. In addition, the consultant can
also view the colleagues that have special experience on the subject of the market spot
(in this way colleagues find colleagues). Shown in textbox 2, is the way in which the
knowledge marketplace is used to share knowledge.