The integration of knowledge management strategies within Multinational Corporationsundergoing mergers and acquisitions poses a critical challenge, impacting operationalefficiency. The failure to effectively spread knowledge across merged entities risks financiallosses and compromises firm-specific advantages. Complexities such as geographicaldistance, environmental factors, and organizational practices challenge collaboration andknowledge transfer. In addition, diverse internal barriers affect organizational knowledgesharing. The method was formed as a case study, exploring WSP's Swedish subsidiaryregarding its knowledge management and knowledge sharing strategies. 16 semi- andunstructured interviews were conducted to investigate how managers and employees engagein knowledge processes. The research design allows for an in-depth understanding of thephenomenon within a real-world setting. The result highlights centralized decision-makingand communication within WSP to align the subsidiaries towards a shared culture, referred toas One WSP. Clear routines and processes support organizational learning and knowledgesharing processes to ensure cultural alignment within WSP. Managers foster knowledgesharing through open discussions, lectures, and tandem arrangements. Despite the efforts,employees perceive barriers such as limited internal time, motivation, and language to hinderknowledge sharing. Employees seek transparency regarding decision-making and increasedinternal time devoted to knowledge sharing, emphasizing the need for organizationallearning.