The aim of the study was to find out the status of the target organization and to find suggestions for measuring knowledge management through research. The work was limited to the perspectives of knowledge management at different levels of the organization, the knowledge itself is dealt with mainly in terms of the necessary interfaces.

The study was carried out as a qualitative study, which used a questionnaire targeted at supervisors and an interview with the management. knowledge management has also been addressed through literature and articles on the subject.

Even the most recent articles and studies state that the whole of knowledge management is multidisciplinary, and there is no consensus among researchers even on taxonomy. However, literature research suggests that knowledge management is reaching its first level of maturity in the scientific sense. The theoretical framework of this study has been the know-how itself to be an intangible asset.

Based on the research, the target organization's view of the current state of knowledge management varies greatly within and between supervisors and management. One key consideration was the impact of the organization's strategy at the core of knowledge management on supervisors' perceptions of the state of knowledge management. A significant proportion of respondents felt that the organization's strategy and the balanced scorecard used as a management tool do not add value to their work to lead knowledge in the right direction.

As a result of the research, based on research and theories, it is not sensible to start implementing qualitative measurement of the knowledge management of the target organization at this stage. Looking at the results of the study in terms of the maturity levels of knowledge management, it can be seen that the current state of the target organization varies on a five-point scale between 1-3. Only on the basis of a few individual views can the current state be judged to be of category three. In conclusion, the tools for measuring knowledge management at this stage are limited to indirect metrics. The indicators focus on the visibility of knowledge management in decision-making and the assessment of effectiveness in achieving goals and the well-being of employees at work.