{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,1,6]],"date-time":"2026-01-06T13:50:53Z","timestamp":1767707453487,"version":"3.41.2"},"reference-count":10,"publisher":"Emerald","issue":"4","license":[{"start":{"date-parts":[[2007,7,24]],"date-time":"2007-07-24T00:00:00Z","timestamp":1185235200000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2007,7,24]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p><jats:italic>This paper aims to present a systematic approach for knowledge auditing which is composed of a number of stages with the focus on the establishment of an overall framework and customized tools for knowledge auditing.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p><jats:italic>The systematic approach for knowledge auditing is composed of eight phases: orientation and background study, cultural assessment, in\u2010depth investigation, building knowledge inventory and knowledge mapping, knowledge network analysis and social network analysis, recommendation of knowledge management strategy, deploying KM tools and building collaborative culture, and continuous knowledge re\u2010auditing, respectively.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p><jats:italic>A systematic approach for knowledge auditing is proposed and trial successfully implemented in a railway company. The results show that the systematic knowledge auditing approach yields a number of benefits that include the identification of the critical knowledge and the subsequent recommendations can be derived for better managing the knowledge in the railway company.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Practical implications<\/jats:title><jats:p><jats:italic>Many KM programs failed because the companies themselves lacked the knowledge on KM and their knowledge organization. The practical implementation of the systematic approach for knowledge auditing allows an organization to reveal its KM needs, strengths, weaknesses, opportunities, threats and risks. Hence, appropriate KM strategy can be derived for better managing its knowledge.<\/jats:italic><\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p><jats:italic>The proposed systematic approach for knowledge auditing addresses the shortcomings of some existing knowledge audit approaches which generally lack a systematic approach and have limited practical value for real\u2010life implementation. The capability of the proposed systematic approach is demonstrated through a successful implementation in a railway company.<\/jats:italic><\/jats:p><\/jats:sec>","DOI":"10.1108\/13673270710762774","type":"journal-article","created":{"date-parts":[[2007,7,21]],"date-time":"2007-07-21T07:02:21Z","timestamp":1185001341000},"page":"140-158","source":"Crossref","is-referenced-by-count":41,"title":["A systematic approach for knowledge auditing: a case study in transportation sector"],"prefix":"10.1108","volume":"11","author":[{"given":"C.F.","family":"Cheung","sequence":"first","affiliation":[]},{"given":"M.L.","family":"Li","sequence":"additional","affiliation":[]},{"given":"W.Y.","family":"Shek","sequence":"additional","affiliation":[]},{"given":"W.B.","family":"Lee","sequence":"additional","affiliation":[]},{"given":"T.S.","family":"Tsang","sequence":"additional","affiliation":[]}],"member":"140","reference":[{"key":"key2022032119483938000_b7","unstructured":"Cameron, K.S. and Quinn, R.E. (1999), Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework, Addison\u2010Wesley, Reading, MA."},{"key":"key2022032119483938000_b2","doi-asserted-by":"crossref","unstructured":"Debenham, J. and Clark, J. (1994), \u201cThe knowledge audit\u201d, Robotics and Computer Integrated Manufacturing, Vol. 11 No. 3, pp. 201\u201011.","DOI":"10.1016\/0736-5845(94)90035-3"},{"key":"key2022032119483938000_b1","unstructured":"Drucker, F.P. (1993), The Practice of Management, Harper & Row, New York, NY."},{"key":"key2022032119483938000_b3","unstructured":"Frappaolo, C. and Koulopoulos, T. (2000), \u201cWhy do a knowledge audit?\u201d, in Cortada, J. and Woods, J.A. (Eds), The Knowledge Management Yearbook 2000\u20102001, Butterworth\u2010Heinemann, Woburn, MA, pp. 418\u201024."},{"key":"key2022032119483938000_b4","unstructured":"Guptara, P. (2000), \u201cWhy knowledge management fails: how to avoid the common pitfalls\u201d, Knowledge Management Review, Vol. 9, pp. 26\u20109."},{"key":"key2022032119483938000_b5","unstructured":"Hylton, A. (2002), \u201cMeasuring and valuing knowledge: the role of the knowledge audit\u201d, available at: www.annHylton.com."},{"key":"key2022032119483938000_b8","unstructured":"Liebowitz, J., Rubenstein\u2010Montano, B., McCaw, D., Buchwalter, J., Browning, C., Butler Newman, B. and Rebeck, K. (n.d.), \u201cThe knowledge audit\u201d, available at: http:\/\/userpages.umbc.edu\/\u223cbuchwalt\/papers\/KMaudit.htm."},{"key":"key2022032119483938000_b6","unstructured":"Rampersad, H. (2002), \u201cIncreasing organizational learning ability based on a knowledge management quick scan\u201d, available at: www.tlainc.com\/articl40.htm."},{"key":"key2022032119483938000_b10","unstructured":"Tiwana, A. (2002), The Knowledge Management Toolkit: Orchestrating IT, Strategy, and Knowledge Platforms, Prentice\u2010Hall, Upper Saddle River, NJ."},{"key":"key2022032119483938000_b9","unstructured":"Wiig, K. (1995), KM Methods: Practical Approaches to Managing Knowledge, Schema Press, Arlington, TX."}],"container-title":["Journal of Knowledge Management"],"original-title":[],"language":"en","link":[{"URL":"http:\/\/www.emeraldinsight.com\/doi\/full-xml\/10.1108\/13673270710762774","content-type":"unspecified","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/13673270710762774\/full\/xml","content-type":"application\/xml","content-version":"vor","intended-application":"text-mining"},{"URL":"https:\/\/www.emerald.com\/insight\/content\/doi\/10.1108\/13673270710762774\/full\/html","content-type":"unspecified","content-version":"vor","intended-application":"similarity-checking"}],"deposited":{"date-parts":[[2025,7,25]],"date-time":"2025-07-25T00:11:18Z","timestamp":1753402278000},"score":1,"resource":{"primary":{"URL":"http:\/\/www.emerald.com\/jkm\/article\/11\/4\/140-158\/257188"}},"subtitle":[],"short-title":[],"issued":{"date-parts":[[2007,7,24]]},"references-count":10,"journal-issue":{"issue":"4","published-print":{"date-parts":[[2007,7,24]]}},"alternative-id":["10.1108\/13673270710762774"],"URL":"https:\/\/doi.org\/10.1108\/13673270710762774","relation":{},"ISSN":["1367-3270"],"issn-type":[{"type":"print","value":"1367-3270"}],"subject":[],"published":{"date-parts":[[2007,7,24]]}}}