3. Organizing knowledge sharing in networks: the theory

o er the past decade knowledge bas become a central concept in the field of organization studies. Knowledge helps companies to outperform competitors (Winter 1987). Knowledge can be compared with an accurate map. Ha ing a map of the territory in which we want to travel gives us tbe coordinates of tbe places we want to go to and routes to get there. The map enables efficient travelling and avoid moving aroUlld by trial and error. Thu knowledge about technology, customers competilors and way of rganizing helps organizations to act efficiently and effectively. It i wideJ cIaimed that the importance of knowledge in om economie and ocietie i increa ing ( onaka and Takeuchi 1995; Druck r 1993). ore and mor peop! in d loped countri s p rform knowl dgeinten i work and knowledge i becoming m re and mor quickly outdated. ~ chnologi for xample d elop t an increasing peed. Thi mean that organization TI differ ntiate them el e fr Ol ornpetitor Lhrou h their knowledge nd capabiliti . It i e peciaLly the tacit component of capabiJities that makes them a source of competitive advantage (Winter, 1987; Berman et al., 2002). Tacil knowledge is the knowledge that we use unconsciously when we take conscious actions or apply explicit knowledge (polanyi, 1958). Tacit knowledge is difficult to transfer, observe or sell. Capabilities built on tacit knowledge are therefore hard to replicate by others. Competitive advantage based on col1ective and tacit capabilities has a higher chance of being sustajnable. The recognition of the importance of knowledge and knowledge processes in organizations has spurred interest in knowledge management. Organi7ations stimulate internal knowledge sharing, so that knowLedge can be re-used, re-combined and leveraged. Another challenge for organizations is to increase their stoà of knowledge in order to increase efficiency, t.o develop new t.echnologies or to adapt. to the environment. This is the