Many organizations have realized the importance of managing what they know in a proper way, with the sharing of knowledge as one of the most central aspects. However, the practices of knowledge sharing are seldom fully understood, and thus implementations of technical systems intended to improve knowledge sharing have less effect than expected. This master's thesis project identifies that the case company – the well-known, Swedish telecom giant Ericsson – suffers some potential knowledge gaps regarding its knowledge sharing practices, and the project thus serves the purpose to identify how and why employees indulge in sharing, with emphasis on the informal and employee-driven knowledge sharing.  To understand and find ways to improve the knowledge sharing practices, the thesis project performs a case study in the rapidly expanding Ericsson Cloud RAN project. The qualitative approach of Multi-Grounded Theory is used, to focus on the perceived situation as described by the employees, with previous research as a second grounding-point. The qualitative data is collected through literature analysis, semi-structured interviews, and exploration of the digital platforms and tools internally used to share and document knowledge. The research identifies that the Cloud RAN project needs improvements of the knowledge sharing culture, and create a norm to reuse the documented knowledge. In spite of this, many employees appreciate shared knowledge and contribute to the common good of knowledge. A joy in helping others, personal benefits, and contributions to a greater good drive many employees to share. On the flipside are barriers such as a high bar for contributions from a technical point of view, and a risk of limited reuse of knowledge. As reuse is key to make use of knowledge sharing, the master's thesis report contains identified mechanisms realized in mock-up versions of tools and websites. There, emphasis is put on the importance of having proper tools and access to a contact network to navigate the documented knowledge. Summarized, the findings suggest to utilize the enthusiasm for knowledge sharing among employees for a supportive role, to champion a refined culture and lower the bar to contribute. Frequent reminders of available tools and the impact of sharing what is known in a good way, alongside creating awareness of the direction of the organization, can create company-wide awareness and motivations for improving knowledge sharing.