Nonprofit, nongovernmental organizations (NGOs) are important development actors that operate in ecosystems of multi and cross-sector stakeholders in order to reach the most vulnerable social groups of people. Having this in mind, our goal was to explore to what extent their social capital influences their knowledge in order to propose a model that could optimize their knowledge management maturity through social resources embedded into their structure. Therefore, we focused on NGOs from the European Union and the Western Balkans operating in the international development and cooperation sector. We first conducted a survey among 215 NGOs and then cross-checked the received data through desk research and in-depth interviews. We utilized collected structured data and devised a binary classification model capable of discriminating high level from the low level of knowledge management maturity in NGOs, and multi-class classification model for estimating the actual category of knowledge management maturity which can simulate the real connection among social capital and existing knowledge management maturity. Our findings provide valuable data to the NGO management, regardless of where the NGO comes from, of the number of employees it has, and the number of projects it runs. The mathematical models based on neural networks used in this paper show with high accuracy what the knowledge management maturity level (for each output) is in case there exists prior information about social capital (inputs).

This paper examines the importance of IT platforms, in fostering collective learning and professional development within project teams. In today’s fast-paced and dynamic business environment, IT platforms serve as essential tools that enable project teams to efficiently manage knowledge, share information, and enhance collaboration. CRM systems play a crucial role in this process, helping teams to better understand client needs and respond quickly to changes. Also, in addition to large platforms such as CRM and ERP systems, the paper itself addressed the importance of using other collaborative tools, such as Jira and Confluence, which play a significant role in fostering innovation and continuous learning, better team efficiency through better information exchange, enabling organizations to improve their business processes and adapt to rapid changes in the market.

Industrial energy transition involves the implementation of technically complex and regulatory demanding projects, in which traditional success models based on time, cost, and scope show significant limitations and require out-of-the-box thinking. Contemporary project management approaches emphasize the urgent need to integrate social and organizational dimensions into performance evaluation, particularly in the context of sustainable and energy transition projects. This paper investigates wellbeing as a critical success factor in green energy projects within industry. Drawing on the theory of critical success factors and modern concepts of sustainable project management, a conceptual model is developed that connects technical and regulatory complexity, organizational workload, project team wellbeing, risk management quality, and overall project performance. In the proposed model, wellbeing is positioned as a systemic variable with both mediating and moderating roles. It influences the precision of technical decisions made, team resilience, and the long-term sustainability of project outcomes. The paper contributes to the theoretical expansion of the project success concept by integrating wellbeing as a performance category in green energy projects. It also lays the foundation for further empirical validation and the development of maturity models for project management in the context of sustainable industrial transition.

This paper examines the role of organizational culture in enhancing knowledge management, with a particular focus on psychological safety as a key prerequisite for tacit knowledge sharing within a project-based environment. The aim of the study is to determine how elements of organizational culture influence employees feel free and safe, and willing to exchange and share their experiential, that is, tacit knowledge, and how this, in turn, contributes to the effectiveness of project teams and the overall competitiveness of the company. The research was conducted through an analysis of relevant scientific literature and a case study of the company Nordeus. The findings indicate that organizations which systematically cultivate trust, transparency, and supportive leadership positively influence the openness of their employees and achieve higher levels of tacit knowledge sharing, ultimately resulting in increased innovation and improved project performance.

In today’s digital landscape, mentoring networks represent an advanced form of collective intelligence, playing a particularly important role in the development of women’s entrepreneurship. Moving beyond traditional, one-on-one mentorship, these networks operate as dynamic communities where knowledge, experience, and resources are exchanged multidirectionally, fostering shared learning and collaborative decision-making. This paper explores how, through the principles of collective intelligence – such as the synergy of diverse perspectives, joint problem-solving, and continuous mutual improvement – mentoring networks emerge as engines of innovation, professional growth, and resilience among digital women entrepreneurs. A theoretical analysis and review of relevant research show that mentoring networks, as intelligent systems, help overcome gender and systemic barriers, enhance digital competencies, and build social capital among women in entrepreneurship. The paper underscores the importance of institutional support and digital platforms for the further development of these networks, and emphasizes the need to strengthen them in order to build a more inclusive and sustainable ecosystem for women’s digital entrepreneurship.