This thesis investigates the knowledge sharing process between individuals working at companies located in business centres. Through literature review and user-centred approaches taken from interaction design methodologies, I find clear patterns indicating that knowledge sharing can create individual, organizational, communal and in the long- term also societal growth. Throughout this thesis project I examine knowledge sharing in the specific context of business centres and highlight motivations and barriers in this process. In doing so I find that motivations for inter-organizational knowledge sharing exists amongst the intended users, but that these motivations are seldom realised into action. This is shown to be greatly related to the lack of a digital presence that considers the barriers in knowledge sharing, which opens up for possible design solutions. The project concludes in a high fidelity prototype of a CSCW-platform with the goal of increasing the knowledge sharing culture by giving users a greater awareness over individuals in their near surroundings and new ways to connect with these individuals.

Professional Services Firms promote knowledge sharing cultures to maintain consistency in the internal flow of organizational knowledge. Building a knowledge sharing culture takes tough time. Enterprises make lot of efforts to share knowledge in effective way by adjusting the influencing factors like changing the organisational structure and culture, motivation and evaluation mechanism etc. Any knowledge management strategy designed to improve business performance must address the component “organizational culture” that includes behaviours, norms and practices. Organisation needs to promote knowledge sharing by adopting various methods for motivating employees, so they successfully diffuse their knowledge.The purpose of this case study was to explore the different issues faced by global Professional Services Firms while promoting knowledge sharing culture at their local branch. It was interesting to figure out that how a global „Professional Services Firm‟ promotes knowledge sharing culture at their local branch. Aim was also to highlight how these firms can change employee‟s „knowledge-hoarding behaviours‟ to „knowledge-sharing behaviours’ with the help of incentives and rewards.A qualitative exploratory case study was conducted by adopting social constructivist worldview. The research settings for our research were the Ernst & Young (Växjö) branch. Data was collected through observations and interviews. To assist the data collection phase, we have taken permission to observe their daily practises of knowledge sharing twice in a month.The main findings conclude that „Working as a unit‟ and „spirit of helping everyone‟ is a key to promote knowledge sharing culture at global Professional Services Firm‟s local branches. „Low power distances‟ as in „Nordic culture‟ provides solid platform for global Professional Services Firms to promote knowledge sharing culture. This is actually a good way of promoting knowledge sharing culture by decreasing level gap. Findings show that by decreasing level gaps and helping juniors, knowledge can become organisational rather than individual. Our investigation indicates that this local branch hasn‟t adopted any incentive programmes specifically for knowledge sharing. They are managing knowledge sharing with Nordic or Swedish way of working. Non-monetary incentives can be useful to motivate and reinforce specific behaviours of individuals. It can also helpful to boost up cooperative behaviours while working in teams. Professional Services Firms can win the battle of developing a true knowledge sharing culture by working as a unit, reducing power distances and motivating employees.