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this paper may provide a model for assessing the knowledge processes with the construction industry. A further analysis of inter-organisational knowledge management, is provided by Levy et al's paper on knowledge sharing between SMEs (Levy, Loebbecke et al. 2001). This short paper highlights the notion of "co-opetition", simultaneous cooperation and competition. Of particular interest is the concept of using game-theory as a framework for analysing inter-organisational knowledge sharing where knowledge gained by co-operation may be exploited for competition (Levy, Loebbecke et al. 2001)

To navigate our environment we are often required to quickly and accurately derive simplified patterns from the complexity of life. This proposal seeks to understand when the process of pattern perception goes awry and individuals falsely or inaccurately perceive patterns. I have structured the proposal into three sections. The first section reviews the literature on various types of pattern perception, including superstitions, conspiracies, and magical thinking. I suggest that even though many areas of pattern perception are talked about as if they were separate phenomena, there is actually an underlying fundamental relationship among them all. The second section presents four preliminary studies that investigate potential causal forces behind false pattern perception, specifically looking at uncertainty and lack of control over one's environment. Together the studies demonstrate that lack of control, both primed through a recall task (Study 1) and experimentally manipulated through a response task (Studies 3 and 4), results in greater false pattern perception in terms of seeing conspiracies and finding order in random static. Similarly, uncertainty (Study 2) also resulted in greater false pattern perception as participants were more likely to perceive superstitious patterns. Finally, the third section presents three proposed studies. Study 5 illustrates the effect of false pattern perception in a

Strategic surprise lies in wait. There is no surprise if competitors can figure out one's intentions before end. We examine how enlightened strategists can enact the sociallyembedded knowledge that prevails over competitors ' behavior to their very own favor. Findings suggest that firms can strategize successfully by (a) identifying the levers of collective knowledge; (b) using them as to deter competitors from reacting. Key-Words: • dialectical relationship between collective and competitive strategizing • collective knowledge — socially-embedded knowledge – knowledge-based theory of the firm • oligopolies — strategically interdependent firms La discordance de l'oligopoliste rendue acceptable Comment activer les règles du jeu à son propre profit Résumé: L'effet de surprise stratégique demande une préparation. Il n'y a pas de surprise si les concurrents peuvent deviner les intentions ex-ante. Nous examinons comment un dirigeant éclairé réussit à activer les règles du jeu des acteurs d'un district en sa propre faveur. Les données analysées suggèrent que les firmes peuvent mener une stratégie efficace (a) en identifiant les leviers de la connaissance collective (b) en les utilisant pour amortir les réactions hostiles de la concurrence. Mots-clefs: • relation dialectique entre les stratégies collectives et les stratégies concurrentielles • connaissance collective- connaissance sociale • oligopoles- firmes stratégiquement interdépendantesThe Oligopolist's Discordance Made Acceptable?