Abstract
In a context where knowledge is increasingly recognized as a strategic factor, many organizations still treat critical knowledge as a static stock rather than as a flow that must be articulated, translated, and applied. This article proposes an interpretation for the business and institutional field of the concept of knowledge translation networks, originally developed in studies on innovation, transfer, and productive development. It argues that competitiveness depends not only on the availability of knowledge, but also on the quality of its circulation, appropriation, and use. Based on a conceptual reinterpretation of categories such as translation, obligatory passage point, and translation costs, the article highlights the need to consider connective capital and knowledge flow as strategic dimensions of contemporary management. The article is reflective and argumentative in nature and seeks to establish an agenda for discussion applicable to firms, institutions, and interorganizational networks. It concludes that the most resilient and innovative organizations are not necessarily those that know the most, but those that are best able to make knowledge flow, translate it among heterogeneous actors, and transform it into learning, coordination, and action.