Knowledge Management Maturity Models: An Implementation Approach in the Humanitarian Sector

ABSTRACT

Knowledge management (KM) is increasingly recognised as a strategic asset that enhances learning, performance and resilience. Yet assessing its value beyond immediate outcomes is challenging, especially in humanitarian operations where knowledge is often tacit, relational and embedded in ad hoc practices and inter‐agency networks. This paper applies the General KM Maturity Model (G‐KMMM) to a humanitarian organisation to explore how formative assessment can identify implementation gaps and evaluate KM maturity. Findings reveal challenges including fragmented structures, limited process standardisation, insufficient integration of internal and external knowledge, and reliance on personal networks. While these results align with KM literature emphasising trust, incentives and system integration, they also highlight the limitations of conventional maturity models in capturing informal learning and relational knowledge flows. The study proposes context‐sensitive adaptations of KM assessment frameworks to improve learning, coordination and knowledge use under operational constraints in humanitarian settings.