Today's knowledge society means new conditions for organizations’ to develop and achieve success. A pre-requisite for this is that knowledge can be shared among employees. They are in turn dependent on social relations and organizational cultures to create, retain and transfer knowledge. If a co-worker leaves, the organization loses human capital and accumulated knowledge. This means that an organisational vulnerability becomes important, if not essential, to handle. The purpose of the study is that, with a socio-cultural focus, get in-depth knowledge regarding employees' experiences of how knowledge is utilized within an organisation. Issues to be answered are: In which way does socio-cultural factors sup-port knowledge sharing? How can these socio-cultural factors relate to an existing organisational culture and what consequences this may have for knowledge sharing? The method is a qualitative case study with a structured focus group interview. The results were analyzed using content analysis, and shows the socio-cultural factors that affect employees' willingness to share knowledge: social dilemma, the employment relationship context, fair decisions, trust and confidence and group identity. In the organisation it identified a willingness to share knowledge and the organisation showed a culture characterized by an open and unpretentious workplace; individual bound knowledge sharing; quick decisions and long lead times. There were also some shortcomings in knowledge sharing, particularly between departments. A contributing factor to this was lack of time, but also absences of adequate structures. The study also shows that there´s a knowledge-sharing within the organisation, but it is individual bounded, occurs sporadically and as time permits.