Developing a Knowledge Sharing Model for Group Enterprises: Strategies, Mechanisms, and Implications

Abstract

This paper proposes a comprehensive knowledge sharing model tailored to the context of group enterprises, which are characterized by multiple subsidiary companies operating under a centralized management structure. Drawing upon insights from organizational behavior, knowledge management, and group dynamics literature, the proposed model outlines strategies and mechanisms for facilitating effective knowledge sharing within group enterprises. The model encompasses various dimensions, including cultural factors, organizational structures, communication channels, incentive systems, and technology platforms, all of which influence the sharing and dissemination of knowledge across different units and levels of the enterprise. Through empirical research and case studies, this study examines the implementation and outcomes of the knowledge sharing model in group enterprises, identifying best practices, challenges, and opportunities for improving knowledge exchange and collaboration. Moreover, the paper explores the implications of effective knowledge sharing for innovation, organizational learning, competitive advantage, and performance improvement within group enterprises. By synthesizing theoretical insights with practical experiences, this research contributes to advancing our understanding of knowledge sharing dynamics in complex organizational settings and offers actionable recommendations for managers, leaders, and practitioners seeking to leverage knowledge as a strategic asset for achieving business goals in group enterprise contexts.