Introduction Prosperity in organisations depends on an assortment of interdependent factors ranging from financial capacity, human capital to continuous professional development that entails knowledge and experience acquisition and sharing among organisational members. There has been a growing literature on accounts of issues pertaining to practice-based learning and social capital as important facets of organisational success as networks are becoming imperative factors that enable learning and innovation in organisations. Based on presumptions of Krebs (2008), within the knowledge economy, content has never been sufficient and individuals have the ability to access massive amount of content as per their wish. Moreover, as Krebs (2008) postulates that the more an employee progresses up the chain of command, the more it turns difficult to use individual competency as everyone increasingly becomes skilled and experienced at the summit. This essay seeks to compare and contrast practice-based learning and social capital and their contributions and challenges that organisations face while participating in social networks. Practice-based learning Practice-based learning is a form of education attainment process that involves employees engaging in professional studies to enhance their competence at the workplace, while following trends and progress in the professional paradigm (Moore & Pennington 2003). Practice-based learning can also refer to knowledge acquisition program explicitly designed to relate or cope with the professional practice standards of certain line of work that includes work-based or incumbent learning undertaken through specially designed curricula principally for employability and competence (Quality Assurance Agency 2011). It sounds uneasy to compete when everyone in the organisation is similar, hence a workplace becomes competitive when individuals with differing levels of knowledge, skills, propensity, expertise, and motivation meet together to achieve certain purposes. Krebs (2008) notes that the modern competitive business world demand focusing about employee related factors that provides connections to produce products and services. With the integration of practice-based learning in organisations, employees learn share experiences and new invention concerning their filed of occupation. Social-capital Success in organisational development and achievement of objectives extends beyond individual worker contribution as aspects of cooperation through social capitalisation become more influential in modern organisations (DeFilippis 2011). Currently, the concept of social capital has been attracting comprehensive discussions from political scientists, sociologists, and economists who consider it as an essential aspect that spurs knowledge sharing and innovation in organisations. As define by Baum and Ziersch (2003), social capital may refer to parallel connection between persons or groups that seem to share comparable demographic behaviours or character. Social capital that stands out as the benevolence engendered through fabrics of social relations requires important values of sympathy, trust, and forgiveness amongst participating members (Adler & Kwon 2002). In organisations, knowled