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• Module overview
• 1. Introduction to knowledge management
  • 1.1 Knowledge management in organisations: Theory and practice
  • 1.2 Information and knowledge
    • 1.2.1 Distinguishing information, data, knowledge and wisdom
    • 1.2.2 Knowledge defined and managed

• 2. Type and structure of knowledge

  • 2.1 Type and structure of knowledge
    • 2.1.1 The structure of purposeful knowledge in an organisation
    • 2.1.2 Explicit and tacit knowledge
  • 2.2 Acquiring knowledge
    • 2.2.1 Sources of knowledge

• 3. Knowledge and learning

  • 3.1 The ability to learn as knowledge
  • 3.2 Types of knowledge and culture, meaning, and learning
  • 3.3. Knowledge management and balanced learning strategies

• 4. A knowledge management cycle

  • 4.1 A Knowledge Management Framework
    • 4.1.1 Stages in KM Cycle
  • 4.2 Dimensions to KM Strategy
    • 4.2.1 Leadership dimension to KM
    • 4.2.2 Governance and policy dimension
    • 4.2.3 Architecture dimension
    • 4.2.4 Absorption dimension
    • 4.2.5 Measurement dimension
  • 4.3 Knowledge as a basis for organising

• 5. Conduct a knowledge audit

  • 5.1 Knowledge audit
    • 5.1.1 Conducting a knowledge audit
    • 5.1.2 The Audit Process

• 6. Organisational Knowledge Capital

  • 6.1 Building an organisational Knowledge Capital framework
    • 6.1.1 IC and KC
    • 6.1.2 The value of knowledge
  • 6.2 Structural capital
  • 6.3 Social capital
  • 6.4 Human Capital defined
    • 6.4.1 Capital resources for organisations
    • 6.4.2 The individual as a capital resource
    • 6.4.3 Ingredients to HCM

• 7. Valuing forms of knowledge

  • 7.1 Valuing forms of knowledge assets
    • 7.1.1 Valuing Intellectual assets
    • 7.1.2 Valuing knowledge as an intangible asset

• 8. Information management systems

  • 8.1 Information management systems
    • 8.1.1 A basic information management framework
    • 8.1.2 Building systems to meet individual and organisational needs
    • 8.1.3 Information guardians versus stakeholders
  • 8.2 Structure and information transfer
    • 8.2.1 Information relevance and timeliness
    • 8.2.2 Information characteristics versus decision types
    • 8.2.3 Storage and retrieval

• 9. Information capture and intelligence gathering

  • 9.1 Information capture and intelligence gathering
    • 9.1.1 Developing a 'wish list'
    • 9.1.2 Finding answers
    • 9.1.3 Integrating intelligence within a knowledge management framework
  • 9.2 Forecasting methods
    • 9.2.1 Issues to consider when forecasting

• 10. IT and E-commerce

  • 10.1 An overview of e-commerce
  • 10.2 The Internet, computer networks and e-commerce
    • 10.2.1 Internet speed, innovation and change
  • 10.3 E-commerce advantages and disadvantages
    • 10.3.1 E-commerce advantages
    • 10.3.2 E-commerce disadvantages and constraints
  • 10.4 The Internet and business
    • 10.4.1 Drivers of e-commerce and Internet growth
  • 10.5 E-commerce and e-business

• 11. IT and supply chain management

  • 11.1 Electronic supply chain management (eSCM)
  • 11.2 E-logistics
    • 11.2.1 Are e-logistics and e-commerce the same thing?
    • 11.2.2 E-logistics blurs older logistic business categories
  • 11.3 E-procurement
  • 11.4 E-fulfilment

Conduct a knowledge audit

Overview

In Chapter 5 we will explore the dimensions relating to the implementation of a knowledge audit within an operational area. The knowledge audit is most often the starting point for development of KM strategies; as studied in the previous chapter 4. This is a stocktake of not only what knowledge is required, but also what exists. This will usually occur in the initial analysis stage or very early in the planning stage.

Knowledge audits can be conducted to determine a range of aspects. The key aim is to determine strengths and weaknesses of the existing knowledge assets and where gaps exist. This is depicted below in a model that depicts that in some cases the audit has to identify what we don’t know that we need to know! Audits therefore not only measure what exists but confirm what needs to exist to better leverage a KM strategy.

Figure 1 Categorising enterprise knowledge in a Known-Unknown matrix
(Frappaolo, 2004:2)

Learning outcomes

At the completion of this chapter, you should be able to:

• define and explain the stages in a knowledge audit
• demonstrate how knowledge audits are completed on a transport and logistics business operation
• outline the reasons why a business would complete a knowledge audit
• Examine different methods to measure knowledge

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