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KM Tools & Practices

Knowledge Audit for Structured and Unstructured Business Process in Hong Kong Companies

WB Lee, Vivien Shek, Jessica Yip and Eric Tsui

Knowledge Management and Innovation Research Centre
The Hong Kong Polytechnic University
HONG KONG

Knowledge audit is the first critical step in the formulation of knowledge management (KM) initiatives to identify organizational knowledge assets.  There are two types of audit, one for structured  and one for unstructured business process. They have been implemented in two public utility companies in Hong Kong.

The first audit was carried out in a power utility company which was also a MAKE  Award  winner. It basically compos of eight phases: (i) workflow study; (ii) preliminary process survey (iii) in- depth interviews (iv) construction of a knowledge inventory; (v) knowledge mapping; (vi) social network analysis(vii) SWOT analysis, followed by (viii) recommendations of knowledge  management strategy. Based on the results of the knowledge audit, an appropriate KM strategy was drawn up to retain the knowledge that can be used for status review of other plant systems in the future, as well as to enhance knowledge sharing among different  departments.

The second audit was implemented in the marketing department  of a gas utility  company which was responsible for negotiation of contract requirements of company clients. The company faces the challenges to efficiently share their valuable knowledge and know-how with their counterparts in mainland China. The management is keen to see that the risk of knowledge loss is mitigated. Narrative circle was conducted to enable knowledge workers to discover implicit and explicit knowledge categories. Subsequently, respondents developed individual activity maps, which describe their job activities and stakeholder involvement in their work. By analysing the elicited knowledge and knowledge-activity map, the knowledge inventory, list of critical knowledge, and list of critical knowledge workers were identified. KM strategy was  then formulated based on the derived results.

The experience gained from the two cases are compared and found to be useful to launch KM program in a company.

For further information on this project, you are welcome to contact the following:

W.B. Lee at This email address is being protected from spambots. You need JavaScript enabled to view it.

References:

Shek, W.Y, Lee, W.B., Cheung, C.F. and Chong, Y.Y. (2007) “Systematic Knowledge Auditing: A Case Study in a Power Utility Company”, Journal of Information and Knowledge Management, Vol.6, No. 4, p.231-239.

URL: http://www.worldscientific.com/doi/abs/10.1142/S0219649207001809

Yip Jessica Y.T., Lee Rongbin W.B. and Tsui Eric (2015) "Examining knowledge audit for structured and unstructured business processes: a comparative study in two Hong Kong companies", Journal of Knowledge Management, Vol. 19 Iss: 3, pp.514 – 529.

URL: http://www.emeraldinsight.com/doi/full/10.1108/JKM-10-2014-0420

Jessica Y.T.Yip, W.B. Lee, Eric Tsui and Cherie C.Y. Lui (2012) “Reflection of a Knowledge Audit Methodology for Unstructured Business Processes: A Case Study in a Hong Kong Enterprise”, The 7th International Forum on Knowledge Asset Dynamics, Matera, Italy, 13-15 June, 2012, p. 207-212. 

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Jessica Y.T. Yip, W.B. Lee and Eric Tsui (2012) “Anecdote-based elicitation method for knowledge audit”, The 6th International Conference on Knowledge Management in Asia Pacific, Shanghai, China (CD-ROM).

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Yip, Jessica Y.T., Lee, W.B. and Tsui, E. (2012), “Knowledge Audit in Structured and Unstructured Business Processes” in the proceedings of the 13th International Symposium on Knowledge and Systems Sciences (KSS 2012), Ishikawa, Japan, pp.227-229.

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Powerpoint

Auditing Organizational Intellectual Assets through an Interactive STOCKS Methodology

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A Design Based Research Approach To conduct Knowledge Audit for unstructured business processes

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Knowledge Audit for Structured and Unstructured Business Processes

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Knowledge Audit Methodology for Unstructured Business Processes-Design Based Research Cases in Hong Kong Enterprises

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Knowledge Risk Assessment

WB Lee, Haley WC Tsang and Eric Tsui

Knowledge Management and Innovation Research Centre
The Hong Kong Polytechnic University
HONG KONG

Knowledge risks refer to potential threats that may arise when knowledge is not managed properly. For example, leakage of knowledge and loss of knowledge due to loopholes in information technology system and employee turnover respectively, affect the survival and sustainability of most businesses. To combat with knowledge risks, the Knowledge Management and Innovation Research Centre (KMIRC) develops a tool to assess the knowledge risk factors of companies systematically and reliably. There are two levels of assessment – Level 1 quick check-list type survey and Level 2 evidence-based validation. The assessment results from these two levels are then aggregated to produce a final knowledge risk factor score which would be useful for companies to formulate strategies to mitigate knowledge risks. The risk tool has been tested in various companies with positive feedback. A trial version of the Level 1 assessment can be accessed via https://goo.gl/forms/tyPU8snMjJlaB4Wq2