The purpose of this single-case study was to explore how IT personnel in institutions of higher education can better manage knowledge management systems using innovative strategies to share tacit knowledge and disseminate explicit knowledge. The central question focused on how knowledge management practices enhance knowledge sharing between IT personnel. The sample for the study consisted of 33 employees who work in an institution of higher education in an information technology position, which consists of a set of characteristics that apply to an exploratory case study. A content analysis method was proper for the case study. The conceptual framework for the study was social constructionism that demonstrates insight into all types of human activity. The literature review offers a broader perspective to knowledge sharing practices. The analysis for the study revealed five themes. The findings demonstrated the need to lead by example, create a sharing knowledge policy, create time for documenting the newly gained knowledge, require more communication between departments, and build a central repository to improve IT personnel and organizational performance. The recommendations for practice are to create virtual communities of practice, a knowledge management system database as a central repository, a knowledge sharing policy for employee accountability; conduct departmental lessons learned meetings for sharing knowledge; and implement a model to encourage knowledge sharing. Recommendations for future research include using a leadership focus group and to collect archived data, such as a ticketing system to obtain a truer picture of what knowledge is documented for sharing and disseminating purposes.