The purpose of this thesis is to examine how the Swedish socialhealth insurance agency is working with knowledge management within two units, and how this could be related to staff turnover. The characters of the two different units is that one has the lowestrate of staff turnover within the organization while the other hasthe highest rate. The study has the character of a qualitative, comparative case study to illustrate similarities and dissimilarities within the two units and how six case officers are working with knowledge. Knowledge is said to be the most important resource of a knowledge intensive organization, which makes the matter of keeping the co-workers within the organisation an important subject. The result shows that both units are sharing knowledge mostly through conversation and shadowing more experienced colleagues, but there is a difference within the different organisational cultures where one has a high degree of trust, sense of belonging and identification with the organization and the other had significantly lower degree of these previous mentioned parameters.