This chapter discusses how social network dimensions of size, diversity, strength, and structure shape the performance of Small, Medium, and Micro Enterprises (SMMEs) in competitive markets. Network size and the number of social ties enhance resource access and opportunity recognition, driving growth for ventures like Kenya’s Jua Kali artisans by reducing transaction costs. Network diversity, encompassing varied skills, ethnicities, and backgrounds, provides unique resources, fostering resilience but risking coordination challenges when excessive. Strong ties, built on trust and frequent interactions, facilitate critical information sharing, while weak ties bridge non-redundant resources, spurring innovation and market access. Whether dense or featuring structural holes, network structure influences resource flow, with centrality and density correlating with sustained competitive performance. Dense networks promote collaboration, while open structures offer strategic advantages through unique information. The SMMEs leverage personal networks (family, friends) and organisational ties (industry contacts) to overcome resource constraints, enhancing sustainability. Examining these dynamics, the chapter provides insights into entrepreneurship in microenterprises and how strategic networking, balanced network management, and optimising innovation, market reach, and long-term viability for SMMEs in resource-scarce environments like Kenya’s informal economy.