Knowledge Audit for Business Analysis

Running head: KNOWLEDGE AUDIT FOR BUSINESS ANALYSIS
Knowledge Audit for Business Analysis
Name of the Student:
Name of the University:
Authors Note:

1
KNOWLEDGE AUDIT FOR BUSINESS ANALYSIS
Contents
Business context and business case:................................................................................................2
Statement of current business processes and problems:..................................................................5
References:......................................................................................................................................7

2
KNOWLEDGE AUDIT FOR BUSINESS ANALYSIS
Business context and business case:
Knowledge management and its importance in modern day business management is the
main topic of discussion here. Over the years the importance of knowledge management in
efficient management of an organization is understood by the managers in all across the globe.
There are number of benefits of proper knowledge management (KM) within an organization.
Many studies have shown that effective knowledge management is directly related to the
performance of an organization. The impact of KM on entities and their operations has to be
documented to correctly assess the importance of KM in business organization (The Importance
of Knowledge Management in Staff Empowering in the Training Complex, 2018).
A research was conducted on two biggest electricity companies in Malaysia to understand the
impact KM on the functioning of these organizations and their performances. Interviews and
survey questionnaire were used to collect information about the impact of KM on organizational
performance of these two electronic companies. 45.2% of the respondents to the survey said that
the companies have implemented KM within the organizations and practiced accordingly.
However, a larger portion of the respondents, i.e. 54.8% suggested that no such KM processes
have been implemented within the organization. Thus, majority of the respondents in the survey
answered that the companies were yet to implement KM processes within the organization. In
fact in the organizations where the KM processes have been implemented only 1/3 of the total
employees and workers were directly involved in the implementation process. Thus, 2/3 of the
total employees and workers were left out of the KM implementation processes. Despite lack of
initiative on the part of the companies to bring all the employees and workers up-to-date with the
KM processes it was quite refreshing to find out that most of the participants were quite aware of
KM. So the fundamental understanding amongst participants of KM was very much clear from