Purpose: The purpose of this research is to present the empirical findings from a case study in knowledge sharing with the aim of understanding knowledge sharing in a strategic context through a socio-technical approach. Design/methodology/approach: Knowledge sharing facilitators and barriers were examined in a UK owned multinational engineering organisation. A total of 20 semi-structured interviews were conducted and analysed using a combination of matrix and template analysis. Findings: The paper highlights leadership, organisational, and individual factors that are perceived to impact knowledge sharing. Furthermore, three sub-factors: trust, individual motivation and geographical location, are discussed as double-edged factors, i.e. their impact on knowledge sharing is complex in that they may act as both barriers and enablers. Research limitations/implications: The main limitation of this study is that it is conducted in a single organisational context. A second case study is currently being analysed to explore knowledge sharing in a different context within the same organisation. Practical implications: A balanced approach to knowledge management practices is emphasised where both technical and social aspects are taken into account. Originality/value: This paper provides important contributions. First, it emphasises the impact of strategic change on knowledge sharing as one aspect of the organisational knowledge management. Second, it frames knowledge sharing within a socio-technical approach. Third, it provides us with empirical evidence through our use of case study in an organisational setting.