Knowledge Audit for Business Analysis

The report deals with the implementation of a process in an organization in order to audit the human capital of a business. It discusses the adaptation of such process that would ensure in maintaining the creativity and quality of intellectual resources of a business and its workforces. The report also highlights the implementation of the “STOCKS” or Strategic Tools to Capture Critical Knowledge and Skills as the process of analyzing the human capital and its quality can be utilized.

Running head: KNOWLEDGE AUDIT FOR BUSINESS ANALYSIS
Knowledge Audit for Business Analysis
Name of the Student:
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KNOWLEDGE AUDIT FOR BUSINESS ANALYSIS
Executive summary
The Human Capital is the collective knowledge, skill, ability and innovativeness of individual
employees to do the process task of the business. Human capital in addition to that includes
value, culture and philosophy of an organization, but it cannot be owned by the organization.
In order to verify the skills and knowledge of the various intellectual capital of the business
various techniques have been followed by a business. The discussion deals with the
implementation of a process in an organization in order to audit the human capital of a
business. In order to verify the skills and knowledge of the various intellectual capital of the
business various techniques have been followed by a business As a management process the
implementation of the “STOCKS” or Strategic Tools to Capture Critical Knowledge and
Skills as the process of analyzing the human capital and its quality can be utilized. The report
deals with the adaptation of such process that would ensure in maintaining the creativity and
quality of intellectual resources of a business and its workforces.

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KNOWLEDGE AUDIT FOR BUSINESS ANALYSIS
Table of Contents
Introduction................................................................................................................................3
Discussion..................................................................................................................................3
Project background.................................................................................................................3
Issues and objectives..............................................................................................................3
Organizational strategies and stakeholders............................................................................3
Business context and business case........................................................................................3
Statement of current business processes and problems..........................................................3
Proposed new System/s..........................................................................................................3
Method of evaluation for the users to follow while using the system...................................3
Conclusion..................................................................................................................................3
References..................................................................................................................................3

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KNOWLEDGE AUDIT FOR BUSINESS ANALYSIS
Introduction
The discussion deals with the implementation of a process in a company in order to
audit the human capital of a business. It is very vital for an organizations to maintain a
competitive position for a longer period of time, for that the human capital or the intellectual
capital is regarded strength. In order to verify the skills and knowledge of the various
intellectual capital of the business various techniques have been followed by a business As a
management process the implementation of the “STOCKS” or Strategic Tools to Capture
Critical Knowledge and Skills as the process of analyzing the human capital and its quality
can be utilized. The report deals with the adaptation of such process that would ensure in
maintaining the creativity and quality of intellectual resources of a business and its
workforces. The stocks are basically are indicators of the intellectual capital that would audit
the human resources of the business (Dumay 2016). The whole process is known as the
management of Knowledge which should be the primary competency that an organization
must develops for intellectual capital management. The mechanism of Knowledge audit can
effectively support the organizations in achieving targeted objectives, administr their own
knowledge and favoring the intellectual creation capital valuing. The process of knowledge
audit must highlight on both the stock nature of knowledge, as it comprises of the intellectual
capital of the businesses, and the flow nature of knowledge, as it is related to the knowledge
activities of management within the processes of the business (Marchington, Wilkinson
Donnelly and Kynighou 2016).
Discussion
The discussion deals with the implementation of a process in an organization in order
to audit the human capital of a business. The mechanism of Knowledge audit can support
effectively the organizations in achieving targeted objectives, administrating their own

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KNOWLEDGE AUDIT FOR BUSINESS ANALYSIS
knowledge and favoring the intellectual creation capital valuing (Wang, Wang and Liang
2014). The process of knowledge audit must highlight on both the stock nature of knowledge,
as it comprises of the intellectual capital of companies, and the flow nature of knowledge, as
it relates to the knowledge management activities within the business processes.
Project background
The chosen company in the given case study organisation is GPBI, which is one of the
top manufacturers of battery in the world. It provides a wide range of battery products to
leading battery companies and original equipment manufacturers, as well as consumer retail
markets under its own brand name. GPBI has been listed on the main-board of the Singapore
Exchange Securities Trading Limited since 1991 and is currently a component stock of the
Singapore Regional Index. Its production facilities are located in 5 cities and countries of
Asia, supported by marketing and trading offices in 16 countries and cities in Asia, America
and Europe. The GPBI Quality Assurance Departments of both Headquarters and the
production plants have wide knowledge and expertise on quality related issues. The company
of GPBI quality management processes includes a prevention-based and quality
improvement-based technique that is named Value Added Quality Management Processes
(VAQMP) (Chan, P.C.W. and Lee, W.B., 2011). In order to manage the knowledge among
the VAQMP, knowledge audits have been conducted for assessing the knowledge assets. The
report wounds critically analyze the implementation of the STOCKS in the company with
respect to VAQMP for this specific company.
Objectives and Issues
This research project selected the GPBI company for identifying the knowledge assets
and knowledge follows the VAQMP through STOCKS knowledge audit methodology. In
order to analyze the STOCKS approach, face-to-face individual interviews were conducted to
collect the audit data (Reiche et al. 2016). The overall process includes building knowledge

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inventory, filling, data validation, data analysis, identification of the IC indicators,
construction of IC value tree and IC reporting followed by recommendations for a knowledge
management strategy of continuous improvement of quality.
In the chosen company of the assessment tools for the most of intellectual capital does
not explore deeply into the particular business process and the specific needs for knowledge.
The primary issue that was faced during the whole process was time management (Inkinen
2015). In addition to that the face-to face individual interview was one of the most
challenging tasks in this project since the interviews required the interviewer to be skilful in
asking questions. The STOCKS interviewer needs necessarily to be well trained and familiar
with the covered subject matter before the knowledge audit implementation (Sydler,
Haefliger and Pruksa, 2014). Moreover, the interviewer needed to be minimum bias from
personal opinions that may be a challenge for the whole process of interview.
Organizational strategies and stakeholders
In the chosen company of the assessment tools for the most of intellectual capital does
not deeply explore into the specific process of business and the specific needs for knowledge.
For this study, Value Added Quality Management Processes (VAQMP were selected for
conducting structured knowledge audits with intellectual capital. On the other hand the
structured knowledge audit tool, STOCKS, was chosen to compare and contest between the
two processes. The STOCKS, refers to “Strategic Tools to Capture Critical Knowledge and
Skills”. It is a process-oriented knowledge audit approach for evaluating the „knowledge
health‟ of a company (Hislop, Bosua and Helms 2018). Before the individual interviews
commencement, participants working in different departments and at different levels were
invited to fill in various questionnaires to identify the frequency of use of IT platforms,
document flows, knowledge flows and the corresponding knowledge sources, as well as the
critical knowledge deployed in each task in the process.

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KNOWLEDGE AUDIT FOR BUSINESS ANALYSIS
In the analysis of the intellectual audit process, the Stakeholder analysis in the
STOCKS knowledge audit methodology was used to describe the processes in the
departments that are likely to contribute to explicit and tacit knowledge. According to the
knowledge inventories, the knowledge owners can be identified in each key process
(Collings, Wood and Szamosi 2018). The large stakeholder group may result in a high
knowledge throughput. In this case, the major stakeholder groups of all VAQMP key
processes were within GPBI, Therefore, the risk of knowledge leakage was less.
Business context and business case
The company of GPBI quality management processes includes a prevention-based
and quality improvement-based technique that is named Value Added Quality Management
Processes (VAQMP). In order to manage the knowledge among the VAQMP, knowledge
audits have been conducted for assessing the knowledge assets. In the current discussion it is
to be verified that the implementation of the STOCKS or “Strategic Tools to Capture Critical
Knowledge and Skills” would be more effective fore analyzing the intellectual capital of the
business. So that that there is quality production and better utilization of the human resources
(Dumay and Cai 2015). As a management process the implementation of the “STOCKS” or
Strategic Tools to Capture Critical Knowledge and Skills as the process of analyzing the
human capital and its quality can be utilized. The report deals with the adaptation of such
process that would ensure in maintaining the creativity and quality of intellectual resources of
a business and its workforces. The stocks are basically are indicators of the intellectual
capital that would audit the human resources of the business. The whole process is known as
the Knowledge management which should be the first competency that an organization must
develops for intellectual capital management (Utc.edu. 2018). In the current scenario various
analysis was done that includes stakeholders‟ analysis, identification of critical explicit
knowledge and the corresponding knowledge workers, the knowledge fountain of the

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process, as well as knowledge maps. Based on all the standard findings and the analysis
results from STOCKS, an additional comparison on the VAQMP was made to provide deeper
understanding the performance of the human capital of the company (Brunswicker and
Vanhaverbeke 2015). As the Intellectual Capital indicators were identified by the utilization
of the structured knowledge audit results. These IC indicators from the knowledge flow data
can be used to reflect the “healthiness” of the studied KM processes
Statement of current business processes and problems
This selected research project of GPBI Company for identification of the knowledge
assets and knowledge follows the VAQMP through STOCKS knowledge audit methodology.
As a management processes the implementation of the “STOCKS” or Strategic Tools to
Capture Critical Knowledge and Skills as the process of analyzing the human capital and its
quality can be utilized. The report deals with the adaptation of such process that would ensure
in maintaining the creativity and quality of intellectual resources of a business and its
workforces (Kianto, Ritala, Spender and Vanhala 2014). Few assumptions that may not
reflect the total situation in a company. The studies described in this paper regarding the
intellectual capital reporting were only highlighted on key processes of VAQMP but not the
total business processes of the company. With the huge amount of data from the STOCKS
knowledge audit, rather than using a lot of manual time of data entry, the project team used
supplementary software, “Auto STOCKS” from the Hong Kong Polytechnic University, to
consolidate the audit data systematically (Brewster and Hegewisch 2017). The knowledge
auditors are required to be well trained and several practiced in the trial tests before
conducting the process of formal audit. The company needs to train-up many knowledge
auditors before extending such research to the whole enterprise.

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KNOWLEDGE AUDIT FOR BUSINESS ANALYSIS
Proposed new System/s
In order to verify the skills and knowledge of the various intellectual capital of the
business various techniques have been followed by a business As a management process the
implementation of the “STOCKS” or Strategic Tools to Capture Critical Knowledge and
Skills as the process of analyzing the human capital and its quality can be utilized (Pauleen,
and Gorman 2016). The report deals with the adaptation of such process that would ensure in
maintaining the creativity and quality of intellectual resources of a business and its
workforces. The stocks are basically are indicators of the intellectual capital that would audit
the human resources of the business (Omotayo 2015). In the current discussion it is to be
verified that the implementation of the STOCKS or “Strategic Tools to Capture Critical
Knowledge and Skills” would be more effective for analyzing the intellectual capital of the
business. However, the company of GPBI quality management processes includes a
prevention-based and quality improvement-based technique that is named Value Added
Quality Management Processes (VAQMP). The comparison is to be made between the two.
Evaluation Method for the users to follow while using the system
In the discussion, the Human Capital” is termed as assets that are human centered,
employee competence, the Structural Capital is termed as internal structure, infrastructure
assets and the Relational Capital is termed as market assets, customer capital and external
structure. The company is defines the Human Capital as the combined knowledge, skill,
innovativeness and ability of individual employees to complete the business process task.
Human capital also includes value, culture and philosophy of an organization, but it cannot be
owned by the organization (Becerra-Fernandez and Sabherwal 2014). The Structural Capital
as in the case is defined as the hardware, software, database, organizational structure, patents,
trademarks and other organizational capabilities that support the productivity of employees.
Differing from human capital, structural capital can be owned by the organization. Lastly the

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Relational Capital refers to the knowledge in the relationships with any stakeholder that
affects the company. It is used to represents the external structure and includes relationships
with suppliers, customers, and other stakeholders, and the significance of the external
environment. It encompasses brand names, trademarks and image of the organization. This
research project selected the GPBI company for identifying the knowledge assets and
knowledge flows of the VAQMP through STOCKS knowledge audit methodology
(Armstrong and Taylor 2014). In order to analyze the STOCKS approach, face-to-face
individual interviews were conducted to collect the audit data. The overall process includes
building knowledge inventory, filling, data validation, data analysis, identification of the IC
indicators, construction of IC value tree and IC reporting followed by recommendations for a
knowledge management strategy of continuous quality improvement.
Conclusion
The discussion deals with the implementation of a process in an organization in order
to audit the human capital of a business. The mechanism of Knowledge audit can effectively
support the organizations in achieving targeted objectives, managing their own knowledge
and favoring the intellectual creation capital valuing. In the current discussion it is to be
verified that the implementation of the STOCKS or “Strategic Tools to Capture Critical
Knowledge and Skills” would be more effective for analyzing the intellectual capital of the
business. However, the company of GPBI quality management processes includes a
prevention-based and quality improvement-based technique that is named Value Added
Quality Management Processes (VAQMP).It can be said from the above analysis the
implementation of the STOCKS is more effective in conducting an audit human capital the
chosen business and its quality. The whole process is known as the Knowledge management
which should be the first competency that an organization must develops for intellectual

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KNOWLEDGE AUDIT FOR BUSINESS ANALYSIS
capital management. The mechanism of Knowledge audit can effectively support the
organizations in achieving targeted objectives, managing their own knowledge and favoring
the intellectual creation capital valuing.

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KNOWLEDGE AUDIT FOR BUSINESS ANALYSIS
References
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Becerra-Fernandez, I. and Sabherwal, R., 2014. Knowledge management: Systems and
processes. Routledge.
Brewster, C. and Hegewisch, A. eds., 2017. Policy and practice in European human resource
management: The Price Waterhouse Cranfield survey. Taylor & Francis.
Brunswicker, S. and Vanhaverbeke, W., 2015. Open innovation in small and medium‐sized
enterprises (SMEs): External knowledge sourcing strategies and internal organizational
facilitators. Journal of Small Business Management, 53(4), pp.1241-1263.
Chan, P.C.W. and Lee, W.B., 2011. Knowledge audit with intellectual capital in the quality
management process: An empirical study in an electronics company. Electronic Journal of
Knowledge Management, 9(2), p.98.
Collings, D.G., Wood, G.T. and Szamosi, L.T., 2018. Human resource management: A
critical approach. In Human Resource Management (pp. 1-23). Routledge.
Dumay, J. and Cai, L., 2015. Using content analysis as a research methodology for
investigating intellectual capital disclosure: a critique. Journal of Intellectual Capital, 16(1),
pp.121-155.
Dumay, J., 2016. A critical reflection on the future of intellectual capital: from reporting to
disclosure. Journal of Intellectual capital, 17(1), pp.168-184.

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Hislop, D., Bosua, R. and Helms, R., 2018. Knowledge management in organizations: A
critical introduction. Oxford University Press.
Inkinen, H., 2015. Review of empirical research on intellectual capital and firm
performance. Journal of Intellectual capital, 16(3), pp.518-565.
Kianto, A., Ritala, P., Spender, J.C. and Vanhala, M., 2014. The interaction of intellectual
capital assets and knowledge management practices in organizational value creation. Journal
of Intellectual capital, 15(3), pp.362-375.
Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A., 2016. Human resource
management at work. Kogan Page Publishers.
Omotayo, F.O., 2015. Knowledge Management as an important tool in Organisational
Management: A Review of Literature.
Pauleen, D.J. and Gorman, G.E., 2016. The nature and value of personal knowledge
management. In Personal Knowledge Management (pp. 23-38). Routledge.
Reiche, B.S., Stahl, G.K., Mendenhall, M.E. and Oddou, G.R. eds., 2016. Readings and
cases in international human resource management. Taylor & Francis.
Sydler, R., Haefliger, S. and Pruksa, R., 2014. Measuring intellectual capital with financial
figures: Can we predict firm profitability?. European Management Journal, 32(2), pp.244-
259.
Utc.edu. 2018. Mark Mendenhall. [online] Available at: https://www.utc.edu/college-
business/profiles/management/jkh123.php [Accessed 29 Sep. 2018].
Wang, Z., Wang, N. and Liang, H., 2014. Knowledge sharing, intellectual capital and firm
performance. Management decision, 52(2), pp.230-258.

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