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.

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.