This comparative evaluation study has been planned to assess the practices and prospects of KMrnin Ethiopian knowledge-intensive organizations at specific research area of ECSC and EM!rnBoth primary and secondary sources of data were gathered through questionnaire, interview,rndocument analysis, and observation. 80 EMf and 194 ECSC knowledge workers were selectedrnthrough stratified sampling technique to jill the questionnaire while 4 EMf's and 6 ECSC'srnhigher officials were purposejiilly chosen as interviewees. Percentage distribution, standardrndeviation and mean score descriptive, and one sample t-test, independent sample t-test andrnregression analysis inferential statistics were used to deal with quantitative data. Qualitativerninformation were also narrated and thematically presented through the three step analysisrnprocess to triangulate the overall result. Officials and majority of respondents, i. e. 64.8% agreedrnthat the two organizations have no integrated KM practices though there are little initiatives forrndifferent reasons. Meanwhile, participants (77.2% of ECSC and 80% of EMf) have a~pired tornhave a KM system in the future. The two organizations have no significantly different practice inrnKMP, KMM, KMTD and KMD KM perspectives. Comparatively better KMC and KMS are foundrnin EMf while KML and KMT are being well practiced in ECSC. Both organizations have nornwritten KM policy and strategy though EMf has KM work unit and a planned knowledge bankrnsystem. Regarding their KM maturity as per the G-KMMM, ECSC is at the second, awarenessrnstage both in people/organization and management system/process dimension, while at thernfourth, managed level, in the technology perspective. On the other hand, EMf is in the third,rndejined stage both in people/organization and technology dimensions while it 's at the second,rnawareness stage in management process/strategy aspect. The total picture of the two entities isrnmanifested by the second, awareness stage of KM maturity. Besides, the eight KM dimensionsrnhave significant positive relations with the current maturity levels as per their related keyrnmaturity areas in G-KMM model. Regarding the knowledge sharing practices, EMf and ECSCrnhave been using different interventions procuring both pull and push strategies. Majority of thernrespondents (47.8% of ECSC and 47.5% of EMf) are not agreed with the existence of resistancernfor KM initiative in both institutions, however problems related with culture, leadership,rncapacity development, absence of motivational tools, employees ' attitudinal problem andrninconsistency of KM tasks are raised as a major impediments. Generally one can conclude thatrnKMP, KML, KMM, KMTD and KMD areas are developmental and needs improvement in thernfuture while the rest can be taken as strong KM perspectives. Exploitation KM strategies ofrnexplicit intellects has characterized the current practices with realistic implication for otherrnsimilar organizations. Thus the organizations need to plan long, intermediate and short termrninterventions to improve their KM practices. Maintaining strong and developing weak areasrntowards solving challenging situations can give a bright prospect for the next KM activities