Technological innovation should not be considered as the result of a single idea, but of a set or set of ideas, information, technologies, knowledge and codified 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) observed in their cross-national study of technological change in small and medium-sized enterprises (SMEs) that: “Elements of what eventually becomes a new idea come from a variety of sources. .The individuals who introduce the new idea into the organization internalize these messages and can thus make their own creative contribution to the process” (P. 201). This may indicate that innovation often comes from a portfolio or network of actors and relationships (Conway and Steward, 1998). In fact, the network perspective in the study of inter-organizational relationships has received attention in a wide range of organizational literature, from sociology to management and economics. From these areas, the network approach developed, viewing organizations as embedded in a web of ties that act as both facilitators and constraints in influencing their interest and ability to take action (Powell, 1990; Nohria and Eccles, 1992). The main benefits The main networks are the exchange of information and knowledge, as well as access to resources (Claro, 2004). Interdependence is considered 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 research in Europe has indicated that long-term stable relationships between industrial manufacturers sharing R&D facilitate the development of resources and personnel (Johanson and Matson, 1985). Furthermore, Swedish construction companies invest in building relationships with other companies and sharing information that promotes resource integration and innovation and blurs independent identities (Håkansson et al., 1999). Interfirm networks can be envisioned as “relational-cognitive systems” that foster valuable knowledge and engage in continuous learning processes (Mariotti and Delbridge, 2001). A network can also be seen as a space of emerging relationships or the “Ba”, as Nonaka and Konno (1998) called it, which is a space that channels and integrates all the knowledge of the network and serves as a framework. in which knowledge is activated as a resource for creation.