This paper systematically examines the role of external personal knowledge networks vis-à-vis alternative sources of work-related knowledge. Specific hypotheses on whether the importance of external personal networks vary for job positions, knowledge functions and sources of competitiveness are examined. The study is based on a survey and interviews with 105 R&D workers in 46 Information Technology (IT) firms in the Greater Cambridge Region (UK).The results show that alternative sources of knowledge are considerably more important than external personal networks. Specifically, the results confirm the hypothesis that the lower the job position, the less important are external personal networks. The most frequent type of knowledge that is uniquely available through personal networks concerns business knowledge of senior managers rather than technological knowledge. Furthermore, the analysis supports the view that external personal networks are most important for exploratory keeping up-to-date than for problem solving. Finally, the paper shows that external personal networks are more important for firms whose competitiveness is primarily driven by being cutting-edge in technology.Overall, the results suggest that academic theorising and R&D management/policy on external personal networks needs to be more context-sensitive and would benefit from differentiating between job positions, knowledge functions and types of firm competitiveness.
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