In the competitive environment, organizational knowledge became one of the most valuable strategic resources for a company. Indeed, it is said to be the only resource that cannot be imitated, and thus, that provides a reliable competitive advantage. Hence, knowledge management has become a highly investigated field of study. In fact, knowledge sharing, one of the facets of knowledge management is considered as a helpful leverage within a company’s strategy. Knowledge sharing has been studied widely, it is found to be a powerful process to ensure that the developed knowledge within the company is kept in the company and made usable. Even though knowledge sharing has been investigated by researchers, when looking at the practices within organizations, it appears that those are not as efficient as they could be, due to organizational, technical, as well as individual hindrances that affect the establishment of such processes.   This thesis aims to increase the understanding of which factors influence individuals’ sharing behavior and which role a knowledge sharing policy takes. Therefore, interviews have been conducted with the employees within the communications department of the Alstom group. Alstom France is multinational company, which is providing transportation and energy producing solutions; this implies that the communication is a support function and needs to work efficient, which makes the matter of knowledge sharing even more important. It was found that the strategic importance of knowledge sharing is highly acknowledged within Alstom, since the company has introduced a knowledge transfer department, which has released the “Alstom Knowledge Management Transfer Handbook”, the company’s internal knowledge sharing policy. It provides a guideline for the managers within the departments. The perceived motivations and hindrances to share knowledge are mainly about the manager’s role, language and the team culture.