Knowledge Audit: Findings from the Energy Sector

Abstract

Knowledge audits assist organisations in understanding what knowledge is needed, available and used for their current activities. They also identify knowledge gaps that might limit the organisation's activities. An iterative cycle of knowledge audits takes account of the organisation's changing environment and triggers informed interventions. This paper reports the findings of the first knowledge audit in an organisation that brings together public bodies and private organisations with the aim of maximising the collective knowledge of its diverse membership to address a national research agenda. The audit collected qualitative data from interviews with employees from four departments. Interviewees were asked about their roles, procedures and knowledge needs; their department's knowledge requirements; and about knowledge interfaces with external partners. Views about the culture and structure of the organisation were also sought. Results were analysed at a departmental level to form two knowledge maps per department-one each for internal and external knowledge flows. Analysis of the maps and interview transcripts surfaced strengths and weaknesses of each department's knowledge activities. Next, a cross-department comparison highlighted best practices and company-wide opportunities for enhancing knowledge management. Resulting recommendations were to:• Develop a holistic approach to knowledge sharing • Nurture organisational culture • Clarify the strategic message • Improve the organisation of information • Improve the availability of staff • Develop interdepartmental communication • Commission future knowledge audits In addition to reporting the outcomes and outputs of the audit, the paper also shares reflections on the process.

Acquiring External Knowledge: How Much Overlap is Best?

“…Haider (2014) identified five types of knowledge gaps including those associated with physical capital, intellectual capital, relationship management, social capital, and cultural capital. Knowledge gaps can be identified and averted through the use of knowledge audits (Ragsdell et al, 2014). A knowledge audit consists of identifying what knowledge exists within an organization, where it resides, and how it is used (Burnett et al, 2004).…”

“…To compound the overlap issue, significant uncertainty causes organizations to be incapable of fully knowing what knowledge they need to know (Tsoukas, 1996). In response, systematic knowledge-seeking processes can assist organizations in identifying and averting knowledge gaps (Löfsten, 2014;Ragsdell et al, 2014). Additionally, external knowledge sources vary in type and value (Cappelli et al, 2014) such that an organization that seeks knowledge from sources that are more complementary to their internal knowledge may benefit more than those that seek knowledge from other sources (Cruz-González et al, 2014).…”

A knowledge audit model for requirement elicitation: A case study to assess knowledge in requirement elicitation

“…The findings of this research revealed that working closely with the organization's communications team can enhance the accuracy of knowledge elicited by making explicit communication network and developing member engagement plans. The findings also showed that the organization's knowledge is too complex and technical and the total organization's knowledge on specific subjects is not understandable, and therefore, there is a need to improve the understandability and completeness of knowledge (Ragsdell et al, 2013). However, this study lacks the description of how to assess the knowledge characteristics such as completeness or understandability in order to overcome the above-mentioned issues.…”

“…Several studies have been conducted that involve applying KA in different fields (Ragsdell, Probets, Ahmed, & Murray, 2013;Drus & Shariff, 2011;Ganasan, 2011;Handzic, Lagumdzija, & Celjo, 2008;Wu, 2088;Perez-Soltero et al, 2007;Shek et al, 2007). These previous KA studies are discussed in the following section.…”

“…The scarcity of KA implementation studies in the research literature is an issue that was addressed by Ragsdell et al (2013) and, to address this gap, they conducted a KA in the energy sector, and the audit's findings were reported. No new KA model or method was introduced in this study, however.…”