This paper proposes a model and a knowledge audit methodology, which have been developed by focusing on the core processes approach. Organizational and knowledge management criteria are considered to select the core processes to be audited. The model proposes an organizational knowledge auditing, which additionally allows reusing the audit outcomes when a technological solution is needed to improve knowledge management in organizations. The proposed knowledge audit methodology contains ten stages. The application of this strategy cyclically will be an efficient tactic to audit the key knowledge within an organization and detect some opportunities to make immediate improvements. After implementing this methodology in its entirety, it will be possible to know if the organization has valuable assets, knowledge flow and adequate organizational atmosphere to carry out knowledge management initiatives.

Many organizations are familiar with managing their operations through marketing, finance, sales, and even supply chain. However, the existing measures have not been able to guarantee them success in the very dynamic and highly competitive markets of today.

Against this environment, those who want to succeed must be innovative. Leveraging on organizational knowledge and learning to create new knowledge and to demonstrate uniqueness in capability for innovations have emerged as the critical strategic issues for organizations which capitalize on innovation. In recent years, many organizations have focused on Knowledge Management (KM) and used it as an enabler for such capabilities. It is found that if knowledge is managed well, organizations can leverage on their knowledge, both internal and external, for the creation of new knowledge and innovation. It thus helps them to create values for the organizations (Cheung et al., 2005).

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