Knowledge management audit framework and methodology based on processes

Emerald - 2009
JiankangWang1, JiulingXiao2
1School of Management, Nanjing Audit University, Nanjing, People's Republic of China
2School of Management, Nanjing Audit University, Nanjing, People's Republic of China and School of Business, Nanjing University, Nanjing, People's Republic of China

Tóm tắt

PurposeThe purpose of this paper is to analyze the detailed content and research framework of a knowledge management audit, from the view of operation flow based on a cognition summary of knowledge management audit proposed by many scholars and organizations, in order to put forward some references for effective implementation of an organization knowledge management project.Design/methodology/approachThe paper carries out a multi‐perspective analysis of the cognition of knowledge management audit summarizes the similarities and differences between the different viewpoints, also a contrasting analysis on the method proposed by various scholars and organizations from the point of view of flow, and then constructs the conceptive framework of knowledge management audit.FindingsKnowledge management audit is the first important step in a knowledge management project and includes four phases: preparation, analysis, implementation, and summary. Its primary content involves knowledge management environment audit, knowledge property audit, knowledge management ability audit and knowledge management performance audit, and its main modules consist of knowledge demand analysis, knowledge inventory analysis, knowledge map and knowledge flow analysis.Research limitations/implicationsThe paper provides a theoretical construction, but has not conducted a case study. In future research development, the framework of the paper will be improved through the case analysis of organization knowledge management practice.Practical implicationsBy utilizing the research framework and method of the paper, an organization may understand rapidly the basic content of a knowledge management audit, implement an effective knowledge management audit to help improve organization (including non‐profit organization) performance and implement a knowledge management strategy.Originality/valueThe paper provides a framework for implementing a knowledge management audit.

Từ khóa


Tài liệu tham khảo

Biloslavo, R. and Trnavcevic, A. (2007), “Knowledge management audit in a higher educational system: a case study”, Knowledge and Process Management, Vol. 14 No. 4, pp. 275‐86.

Buchanan, S. and Gibb, F. (1998), “The information audit: an integrated strategic approach”, International Journal of Information Management, Vol. 18 No. 1, pp. 29‐47.

Burnett, S., Illingworth, L. and Webster, L. (2004), “Knowledge auditing and mapping: a pragmatic approach”, Knowledge and Process Management, Vol. 11 No. 1, pp. 25‐37.

Cheung, C.F., Li, M.L., Shek, W.Y., Lee, W.B. and Tsang, T.S. (2007), “A systematic approach for knowledge auditing: a case study in transportation sector”, Journal of Knowledge Management, Vol. 11 No. 4, pp. 140‐58.

Chong, D.Y.Y. and Lee, W.B. (2005), “Re‐thinking knowledge audit: its values and limitations in the evaluation of organizational and cultural asset”, Proceedings: Building a Knowledge Society: Linking Government, Business, Academia and the Community, KMAP'05, Wellington, New Zealand.

Choy, S.Y., Lee, W.B. and Cheung, C.F. (2004), “A systematic approach for knowledge audit analysis: integration of knowledge inventory, mapping and knowledge flow analysis”, Journal of Universal Computer Science, Vol. 10 No. 6, pp. 674‐82.

Davenport, T. (1993), Process Innovation: Reengineering Work through Information Technology, Harvard Business School Press, Boston, MA.

Davenport, T. and Short, J. (1990), “The new industrial engineering: information technology and business process redesign”, Sloan Management Review, Vol. 31 No. 4, pp. 11‐27.

Debenham, J. and Clark, J. (1994), “The knowledge audit”, Robotics and Computer Integrated Manufacturing Journal, Vol. 11 No. 3, pp. 201‐11.

Gibb, F., Buchanan, S. and Shah, S. (2006), “An integrated approach to process and service management”, International Journal of Information Management, Vol. 26 No. 1, pp. 44‐58.

Hammer, M. (1990), “Reengineering work: don't automate”, Harvard Business Review, Vol. 68 No. 4, July‐August, pp. 104‐12.

Henczel, S. (2000), “The information audit as a first step towards effective knowledge management: an opportunity for the special librarian”, INSPEL, Vol. 34 Nos 3/4, pp. 210‐26.

Hylton, A. (2002), “Measuring and valuing knowledge: role of the knowledge audit”, available at: www. annhylton.com/siteContents/writings/writings‐home.htm.

Iazzolino, G. and Pietrantonio, R. (2005), “Auditing the organizational knowledge through a balanced scorecard‐based approach”, Proceedings: Building a Knowledge Society: Linking Government, Business, Academia and the Community, KMAP'05, Wellington, New Zealand.

Johansson, H.J., McHugh, P., Pendlebury, A.J. and Wheeler, W.A. III (1993), Business Process Reengineering: Break Point Strategies for Market Dominance, John Wiley & Sons, Chichester.

Kaplan, R.B. and Murdock, L. (1991), “Core process redesign”, The McKinsey Quarterly, No. 2, pp. 27‐43.

Lauer, T.W. and Tanniru, M. (2001), “Knowledge management audit – a methodology and case study”, Australian Journal of Information Systems, special issue on “Knowledge management”, pp. 23‐41.

Liebowitz, J., Rubenstein‐Montano, B., McCaw, D., Buchwalter, J. and Browning, C. (2000), “The knowledge audit”, Knowledge and Process Management, Vol. 7 No. 1, pp. 3‐10.

Paramasivan, T. (2003), “Knowledge audit”, The Chartered Accountant, Vol. 5, pp. 498‐506.

Perez‐Soltero, A., Barcelo‐Varenzuela, M., Sanchez‐Schmitz, G., Martin‐Rubio, F. and Palma‐Mendez, J.T. (2006), “Knowledge audit methodologies with emphasis on core process”, Proceedings: Engaging International Information Systems and Management Perspectives – No Barriers No Divides, EMCIS'06, Costa Blanca, Alicante, Spain.

Bontis, N., Fearoon, M. and Hishon, M. (2003), “The e‐flow audit: an evaluation of knowledge flow within and outside a high‐tech firm”, Journal of Knowledge Management, Vol. 7 No. 1, pp. 6‐19.

Bright, C. (2007), “A pragmatic approach to conducting knowledge audit”, Proceedings: International Conference on Knowledge Management in Nuclear Facilities, Vienna, Austria.

Wiig, K. (1993), Knowledge Management Methods, Schema Press, Arlington, TX.