Increasingly the knowledge and skills of employees are seen as valuable assets that may be utilised in order to gain competitive advantage at an organisational level. This paper seeks to describe the process, methods and resulting outcomes of a knowledge audit and map carried out within a tax department in a multinational oil exploration and production company. Although the department had employed systems for managing information, there was a desire to build on this to develop and apply systems and processes to manage and exploit knowledge embedded in staff. By using questionnaires and interviews, the audit and map process aimed to provide a critical first step in introducing knowledge management into the department, and establishing a plan of action.
BURNETT, S., ILLINGWORTH, L. and WEBSTER, L. 2004. Knowledge auditing and mapping: a pragmatic approach. Knowledge and process management [online], 11(1), pages 25-37. Available from: https://doi.org/10.1002/kpm.194