A considerable amount of research has focused on knowledge sharing practices, including enablers and barriers, and it is generally agreed that it can contribute to organisational success. However, we know little about how these barriers are formed in organisational contexts and whether they can be overcome. In this research, we conducted a qualitative investigation in one branch of a major bank in China, considering the barriers that may prevent knowledge sharing activities from occurring, as well as ways to overcome them. We found that there is only one significant barrier, the potential loss of knowledge power, which can be overcome by system adjustment. The implications of the research for future research and practice are discussed.