The extant literature has often concluded that small and medium-sized enterprises (SMEs) are confronted with the lack of various resources (ranging from the tangible to the intangibles ones), a fact which determines them to act proactively and acquire the needed assets via different forms of collaboration with their counterparts. In this vein, the creation or affiliation to strategic networks have emerged as a fruitful path towards knowledge sharing as a reaction to fierce competition and with a view to enhance their competitiveness and renewal capacities, more specifically, their innovative performance. Starting from these premises, the current endeavour aims to advance some theoretical propositions depicting managers’ multifaceted communication and interaction relationships with their prospective or extant partners in an endeavour to share relevant knowledge. By addressing varied forms and channels for knowledge sharing, the paper intends to assemble a coherent and comprehensive puzzle, theoretically positing the influence of a multifold relational design on SMEs innovative performance. Thus, it paves the way for a better understanding of the state of the field and avails new empirical research directions.