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The purpose of this paper is to focus on the interaction process between organizations of a knowledge network as a means to promote learning. In particular, the authors aim to answer the following research questions: how do dyadic and network relationships contribute to inter-organizational creation and transfer of knowledge? More specifically, which joint activities between organizations facilitate inter-organizational learning within a knowledge network? That is, the authors are interested in the relationship processes for inter-organisational learning, aiming to identify and understand the joint activities through which organizations within an institutional network generate and transfer knowledge.

Aiming at studying how six institutional actors generate and transfer knowledge, the existing dyadic relationships between a focal actor (a technological center of the textile and clothing industry – CITEVE) and each one of the other five institutional actors were studied. In the study of this knowledge network the authors analyzed several documental sources and carried out 19 interviews.

This study shows how dyadic and network relationships contribute to inter-organisational creation and transfer of knowledge. It assesses several joint activities through which organizations in the studied network learn with each other and compares the five dyadic relationships in terms of their distinctive features. Through the cooperative effort based on joint activities between actors, the studied network generates complementary and multidisciplinary knowledge aiming to promote network learning of the studied organizations. Management implications and suggestions for further research on network learning are discussed.

This paper adds to the literature on network learning and management by empirically illustrating how a network of organizations in a given industry contributes to knowledge generation. It is an original contribution because, first, it allows a better understanding of how organizations of a knowledge network interact and contribute for network learning. In particular, the paper identifies a large number of joint activities for inter-organizational learning in the context of a traditional industry. Second, the research shows empirically how such interaction and learning occur in practice within a network context that comprises only institutional actors.

Projects are a part of everyday life in industrial firms, playing a relevant role in terms of accomplishing strategic objectives, implementing strategy, and developing competitive advantage. Projects are developed within industrial networks and have a momentum of their own. This paper aims to describe the role of inter‐organizational project networks that are embedded within the firm's network of relationships in the development of competitive advantage.

The role of inter‐organizational projects in developing competitive advantage was analysed in four inter‐organizational projects involving firms from the Portuguese textile and clothing industry.

Based on the industrial network approach, projects are framed within the conceptual model of activities, actors and resources. Considering the four studied cases, the analysis is focused on the impact of project networks on activities, resources and actors involved, as well as on the competitiveness of the firms involved in the studied networks.

This paper contributes to management practice by focusing on the contribution of inter‐organizational projects in the development of competitive advantage. Based on the analysis of four different cases, this paper highlights the potential role of project networks in the relationship network of the firm.