The aim of the study is to contribute with insights into knowledge sharing and knowledge retention and to understand how three government agencies maneuver within these areas. Through nine semi-structured interviews with employees, and analysis of documents from the three government authorities, we have gathered information about how employees view knowledge, store it and what challenges there are in keeping it within the organization. We also ask in what respect they consider themselves and the management responsible for enabling knowledge sharing and knowledge retention.

In a knowledge-driven age, the need to manage and retain knowledge in organizations is crucial. Previous research suggests that increased mobility in the labor market poses challenges for sharing and retaining knowledge in organizations.

The results show that factors regarding organizational culture, as well as the responsibility of individuals, impact how and how well organizations retain knowledge. When knowledge isn’t prioritized throughout the organization, we see it in deficient routines and systems for knowledge retention and sharing, which in turn can impact how individuals manage knowledge. A lack of individual responsibility can also, despite a functioning system and established routines, lead to organizations not being able to retain knowledge.