This article analyzes knowledge management (KM) maturity models. KM refers to the methods and practices defining how organizations accumulate, manage, share, and apply employee experience and knowledge. As knowledge becomes a key source of competitive advantage, accelerated technological change, employee turnover, and remote work increase the risk of knowledge loss. Therefore, organizations must systematically create, accumulate, store, transfer, and apply knowledge, while assessing the maturity of these processes. The article addresses the question: How to select a KM maturity model for assessing an organization’s KM maturity?
The article aims to analyze the applied KM maturity models and evaluate their advantages and disadvantages. The following methods were used in this research: scientific literature analysis, comparative analysis, and systematization. The models – APQC, KMMM (Siemens), G-KMMM, IT-CMF, KPQM, and others – were compared by maturity levels, CMM basis, areas assessed, assessment detail, and practical application characteristics. The results have revealed that most models use five stages of maturity, but differ in the dimensions to be assessed and the strictness of the maturity criteria: CMM-based models are detailed and more suitable for larger, processdefined, mature organizations, while simpler models are useful for quick self-assessment in smaller companies.
The conclusion highlights that no universal model exists. Selection should depend on the size of the organization, its structure, strategic objectives, and resources. HR maturity assessment models serve as strategic tools for identifying problems, determining areas for improvement, and justifying investment decisions.
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