Knowledge Management Maturity Analysis in a Finnish NGO’s International Programme

Abstract

While knowledge management (KM) and KM maturity have been widely studied in the private sector, literature on nonprofits remains limited. Consequently, literature on KM maturity in this sector remains limited. In nonprofits, including child rights NGOs, effective KM plays, however, a crucial role in maximizing impact, ensuring accountability and improving programme outcomes. This study assesses KM maturity in a Finnish child rights NGO’s International Programme (IP). Objectives include measuring KM maturity, identifying existing practices and challenges, and exploring management’s perspectives on improvement needs. A KM Maturity Model developed for the public sector was modified for this study. Interviews were conducted with four IP senior management team members, who rated KM-related statements on a five-point Likert scale and answered open-ended questions related to the statement themes. Responses were transcribed and analysed using thematic grouping, with frequency and median used for quantitative analysis. Findings show that while KM was a relatively new concept for the respondents, several KM practices were already in place. Identified strengths include strategic alignment of indicators with organisational goals, a positive attitude toward KM, and the use of extensive data products from the NGO’s international headquarters. Key challenges include limited time for deeper KM integration and a lack of structured knowledge-sharing processes. Respondents emphasised the need to strengthen team-wide KM understanding and proposed improvements like increasing transparency in decision-making, fostering collaborative learning, and systematically developing KM structures. This study provides a foundation for advancing KM within the studied NGO in order to enhance organisational performance. Next steps include developing a detailed KM improvement plan and potentially extending the maturity analysis organisation-wide. The study demonstrates that the use of a suitable KM maturity model can be useful for NGOs and nonprofits. Beyond its implications for the studied NGO, the findings can help other nonprofits to take the step to assess KM processes and implement improvements, ultimately enhancing effectiveness and impact across the sector.