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Through the lens of social capital perspective, this paper assesses how individuals' interactions and their learning capabilities explain the transfer of good practices in an interorganizational network. Primary data were collected from export consortia in Tunisia through a questionnaire survey. The research underlines the impact of the strength and the range of ties between managers. It is also found that managers' absorptive capacity moderates the impact of the strength of ties. This study considers the individual's behavior at the heart of the knowledge transfer process and suggests a substitution effect between the strength of social ties and individual's absorptive capacity.