Background: IT/Telcommunication and Pharmaceutical industry are reliant on knowledge management to increase firm performance. The COVID-19 crisis imposed large effects on the knowledge economy ranging from supply chain & business process disruptions, travel restrictions and lock-down measures. The consequence of crisis has also impacted the existing knowledge management practices in this industry.

Objectives: The thesis will focus on providing a better understanding of knowledge gaps introduced by COVID-19 crisis along with knowledge management practices used to cope with them within IT/Telecommunication and Pharmaceutical industry segments.

Methodology: To investigate the research questions, a qualitative case study is conducted in two firms with pharmaceutical and IT/Telecommunication industry, respectively. The aim was to obtain a nuanced view on the knowledge management practices used during the crisis. Semi-structured interviews were used to collect data. Further processing was done using data coding and categorization techniques, followed by correlation of results between the two case study firms.Results and conclusions:

Results and conclusions: The study has converged on five major knowledge gaps; Working safely, Working remotely, Disrupted supply chain, Increase firm competitiveness, and developing people, that was solved using KM practises. There were six knowledge managements practices identified in the two studied cases.

- Digitalize the remaining internal and external business process: to facilitate knowledge flow and develop enhanced knowledge management tools.

- Drive Product consolidation for simpler sourcing: In a crisis situation with supply chain disruptions, limited number of souring requirements reduce the risk of component shortage. If the firm manage to develop knowledge base for reducing the number of product variants, it would also reduce the component sourcing requirements.

- Drive shift in sourcing strategy from single to multiple geographical spread sources: In a component heavy firm like case 1, this knowledge management practice ensures firm have secured knowledge about redundant component suppliers and have agreements in place to secure required components.

- Facilitate ability to tap competence across geographical boundaries: During a crisis with travel restrictions, a firm needs knowledge management tools & practices to collaborate across geographical boundaries.

- Increase employee feedback sessions and acknowledgments of deliverables: During crisis period, employee knowledge onboarding towards productive phase requires an increase in feedback session and acknowledgement of deliverables.

- Digitalize the remaining internal and external business process: to facilitate knowledge flow and develop enhanced knowledge management tools.

- Introduce product and service functionality to reduce customers OPEX: as OPEX reduction related knowledge base would be crucial for customers during crisis period.