Research has established when transferring knowledge, a gap occurs between the sender and receiver due to different expertise. Research has, however, not enlightened how an organization consisting of multiple development departments ensures that individuals with different expertise have the prerequisites needed to transfer knowledge across knowledge domains. The thesis explores possibilities in knowledge transfer processes, specifically among research and development (R&D) departments where the knowledge domain differs. Furthermore, exploring how the two perspectives of spreading and absorbing knowledge can answer how departments can ensure that the knowledge generated can successfully be transferred and interpreted by the receiver. Thus, the receiver understands the critical information and how it can be applied in a specific department. The methodology used was a qualitative case study as the study has conducted together with Husqvarna Group. The data collected was established through 14 interviews with Husqvarna, which have been analyzed in relation to a theoretical framework based on knowledge transfer literature. The focus has been on the organization's research and development departments, where much knowledge is being exchanged.  This study enlightens existing shortcomings within knowledge transfer processes and situations. However, these are general and common for organizations according to theory. The study suggests that individuals and departments more actively build and nurture relations to successfully bridge the gaps that exist. Furthermore, through management, the organization needs to encourage individuals’ motivation and incentives to receive and search for new knowledge. The organization could also consider balancing the existing communication channels, leading to less seclusion and a more inclusive organization. Finally, the entire organization would benefit from considering knowledge transfer as a coherent process, not several isolated processes.