Customer value is a key element for any organization, especially to give direction to different facets of an industrial organizations. By developing Knowledge Management and knowledge-sharing practices, the value creation potential could be improved in organizations. However, in practice there are several barriers that hinder effective knowledge sharing. In this paper focus is set on the knowledge-sharing barriers typology synthesized by Riege (2001), which are then applied in an exploratory case study of an industrial organization in Finland. Based on Riege’s typology, the major knowledge-sharing barriers are identified in the case organization, and their role in hindering work performance and value creation is further analysed. Finally, development actions are proposed based on the empirical findings. Our findings in this study argue that effective knowledge-sharing practices among employees is a key enabler for successful value creation in an industrial organization.