The strategic role of knowledge auditing and mapping: an organisational case study.
Burnett, Simon M.
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BURNETT, S., WILLIAMS, D. and GRINNALL, A., 2013. The strategic role of knowledge auditing and mapping: an organisational case study. Knowledge and Process Management, 20 (3), pp. 161-176.
This paper presents the results of research, which aimed to evaluate the current position of the knowledge management (KM) capabilities of a multi-national energy services company, and is based on work originally presented at IFKAD-KCWS 2012, Matera, Italy, 13–15 June 2012. This was achieved through the development and application of three methodological ‘tools’ designed to facilitate the collation of relevant data upon which the KM strategy would be based. These were the following: a Knowledge Process Audit to develop an understanding of how employees viewed current knowledge-based practices within the organisation, a Knowledge Inventory and Map to identify and list tacit and explicit knowledge assets within the organisation, and a Knowledge Needs Analysis to determine the types and forms of knowledge assets required or desired by members of staff to perform their roles more effectively. Although a number of strategic approaches to knowledge management have been posited, there has been a general lack of material describing the development and use of methodologies, which may be used as a basis for KM strategies. This research emphasises the need for and use of a rigorous approach to the collation and application of relevant data on which to develop a suitable strategy. Practical implications are provided in the form of key findings for the research, including the importance of internal tacit knowledge, consultation of external sources only after internal searches have failed, difficulty of new integration of employees and lack of knowledge sharing at a wider level. Methodological implications for knowledge auditing and mapping are also presented.