The Fraunhofer Knowledge Management Audit (FKM-Audit)

2003 ◽  
pp. 45-65 ◽  
Author(s):  
Kai Mertins ◽  
Peter Heisig ◽  
Ina Finke ◽  
Christina Ulbrich
Keyword(s):  
Knowledge Management ◽  
Management Audit

Knowledge management audit in a higher educational institution: a case study

2007 ◽  
Vol 14 (4) ◽  
pp. 275-286 ◽  
Author(s):  
Roberto Biloslavo ◽  
Anita Trnavčevič
Keyword(s):  
Knowledge Management ◽  
Educational Institution ◽  
Higher Educational ◽  
Management Audit

KARMA

2010 ◽  
pp. 64-83 ◽  
Author(s):  
Meir Russ ◽  
Robert Fineman ◽  
Jeannette K. Jones
Keyword(s):  
Knowledge Management ◽  
Knowledge Assessment ◽  
Audit Tool ◽  
Management Audit ◽  
Knowledge Management Initiatives

Companies tend to start their knowledge management initiatives with a knowledge management audit. A framework used for developing this specific audit, as well as some issues encountered while utilizing the audit, are illustrated. A number of benefits and weaknesses are also identified. Finally, a detailed, open-ended audit tool is introduced, knowledge assessment review and management audit-KARMA.

The Green Bay Chamber of Commerce

2010 ◽  
pp. 84-114
Author(s):  
Philip Mattek
Keyword(s):  
Knowledge Management ◽  
Business Strategy ◽  
Management System ◽  
Knowledge Management System ◽  
Management Systems ◽  
Knowledge Management Systems ◽  
Competitive Advantages ◽  
Audit Process ◽  
Strategic Goals ◽  
Management Audit

Knowledge management is many things to different people. Within complex organizations, this reality needs to be acknowledged. For an organization to utilize and enhance knowledge for competitive advantages, systems and culture need to be analyzed within the context of an organization’s strategy. Once analyzed, an honest appraisal of the knowledge systems in place and those needed to fulfill the strategic goals of the organization will have to be performed. For everyone within an organization to be able to “pull in the same direction” and achieve maximum value from a knowledge management system, that system will have to mean the same thing to all. If a knowledge management system is to be central in maintaining a competitive advantage for organizations, it will engulf the organization. To understand financial systems, audits are undertaken to ensure that systems provide the information as expected. It is well understood that for financial information to be meaningful, it must be understood. To be understood, it must be logically prepared and presented in a manner useful and timely to the end user. Through an audit process of this nature performed on knowledge management systems within the context of business strategy and culture, an organization learns what is needed to get their divergent individuals on the same page, as it were, to fulfill the promise of enhancing its most valuable resource in a competitive world. This chapter examines how to systematically conduct a knowledge management audit. By design, the audit was simplified and designed around a single specific issue. By breaking apart where the organization needs to go and combining it with a study of what it will take to get there from a knowledge management systems standpoint, individuals can come together to build the framework literally from the ground up. Companies can use this framework to assess how they plan with knowledge management as the central, differentiating factor in their business strategy.

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