Despite knowledge being recognised as a valuable resource for organizations, there is limited research on knowledge management and knowledge sharing in the humanitarian- and development sector. Trying to fill this gap, this study aimed to examine how employees in an international Non-Governmental Organization in the humanitarian- and development sector, experienced the internal knowledge sharing, within their working organization. As well as aspects that affect knowledge sharing, what difficulties and opportunities there are, and the role of tacit and explicit knowledge for their knowledge sharing. The study was conducted as a hybrid of a cross sectional study and a case study with a qualitative approach and was based on the theoretical framework of the SECI-model, its processes and ba. Empirical data was generated through qualitative interviews with seven employees from a humanitarian- and development organization called organization X, in the context of a developing country in sub-Saharan Africa. Qualitative thematic analysis was used for analysing the empirical data based on research and the SECI-model. The result demonstrates that explicit knowledge is prominent in organization X because the employees are governed by documents and other explicit sources. The result also showed that the employees experience that there is trust and willingness to share knowledge, but that there is a lack of knowledge management strategy which affects knowledge sharing processes.