Technological innovation must not be seen as the result of a single idea, but of a bundle or set of ideas, information, technologies, codified knowledge and know-how, which may or may not be included within the new product or process (Conway and Steward, 1998). Furthermore, new ideas rarely appear fully formed and articulated from a single source (Allen, 1977; Allen et al, 1983). For example, Allen et al (1983), noted in their cross-national study of technological change in small and medium-sized enterprises (SMEs) that: “The fragments of what ultimately becomes a new idea come from a variety of sources. .The individuals who introduce the new idea into the organization integrate these messages and in this can make their own creative contribution to the process” (P. 201). This may indicate that innovation often originates from a portfolio or network of actors and relationships (Conway and Steward, 1998). Indeed, the network perspective in the study of interorganizational relationships has received attention in a wide range of organizational literature, from sociology to management and economics. From these fields developed the network approach which sees organizations as embedded in a network of connections that act both as facilitators and as constraints influencing their interest and ability to undertake actions (Powell, 1990; Nohria & Eccles, 1992 ). of networks are the exchange of information and knowledge and access to resources (Claro, 2004). Interdependence is seen as an important binding force for organizations within a network (Lazzarini et al, 2001). Gulati (1999) and Kogut (2002) studied the direct combination of resources across networks and highlighted the role of “hub firms,” which initiate the network and play a proactive role in resource allocation. Market researchers in Europe have indicated that stable, long-term relationships between industrial producers who share research and development facilitate the development of resources and personnel (Johanson & Matson, 1985). Furthermore, Swedish construction firms invest in building relationships with other firms and share information that promotes resource integration and innovation and blurs independent identities (Håkansson et al., 1999). Intercompany networks can be seen as “cognitive-relational systems” that promote valuable knowledge and engage in continuous learning processes (Mariotti and Delbridge, 2001). A network can also be seen as a space of emergent relationships or “Ba”, as it was called by Nonaka and Konno (1998), which is a space that channels and integrates all knowledge in the network and serves as a structure in which knowledge it is activated as a resource for creation.