In knowledge management (KM), one perspective is that knowledge resides in individuals who interact in groups. Concepts as communities-of-practice, knowledge networks, and “encultured knowledge” as the outcome of shared sense-making (Blackler, 1995) are built upon this perspective. Social network analysis focuses on the patterns of people’s interactions. This adds to KM theory a dimension that considers the effects of social structure on for example, knowledge creation, retention and dissemination. This article provides a short overview of consequences of social network structure on knowledge processes and explores how the insights generated by social network analysis are valuable to KM as diagnostic elements for drafting KM interventions. Relevance is apparent for management areas such as R&D alliances, product development, project management, and so forth.