In order to balance the tensions of the concepts of organizational core competencies and dynamic capability we introduce social knowledge networks as a strategic means from a knowledge management perspective. A facilitator for the development of the respective framework is the precise distinction between explicit and non-explicit knowledge. Social knowledge networks are informal with regard to their very character but offer the opportunity to enhance the advantages of stability and reliability of organizational core competences as well as flexibility and dynamics of dynamic capabilities. The results of a case study in the automotive and machine building industry confirm the viability of the new framework by looking at social network ties in the IT department on the basis of information sharing and problem-oriented advice. Overall point of reference is IT Governance, especially the ITIL standard.