Staff profile

Andrew Parker is Professor in Leadership at Durham University Business School. He received his PhD (2011) in Sociology from Stanford University, USA. He held posts at the University of Exeter and Grenoble Ecole de Management as well as visiting positions at the University of Kentucky and the University of Melbourne before joining Durham University Business School in 2021.

Andrew’s research uses the lens of social network theory to better understand problem solving processes, relational leadership, knowledge sharing, turnover, performance, and well-being within organizations. He has conducted social network analysis research in over 90 multinational organizations and government agencies.

He has published articles in journals such as Science, Academy of Management Journal, Organization Studies, Journal of Applied Psychology, Journal of Management Studies, Organizational Research Methods, Global Strategy Journal, Social Networks, Sloan Management Review, Organizational Dynamics, and California Management Review. He is the co-author of The Hidden Power of Social Networks and co-editor of Networks in the Knowledge Economy. He is also an Associate Editor at Decision Sciences.

He has worked as a consultant for numerous organisations including: Western Digital Corporation, Cisco Systems, Eisai, McKinsey, World Bank, Ernst & Young, Monsanto, Microsoft, Cigna, BP, American Cancer Society, Proctor & Gamble, BAE, Merck, Hewlett Packard, Accenture, Pfizer, Intel, CSC, Westmill Foods, Nexen, Noblis, Eaton, ADP, Ketchum, and Masterfoods.

Mini-Biography

Andrew Parker is a Professor in Leadership at Durham University Business School. He received his PhD (2011) in Sociology from Stanford University, USA. His research uses the lens of social network theory to better understand problem solving processes, relational leadership, knowledge sharing, turnover, performance, and well-being within organizations. 

• Relational leadership
• Social networks
• Knowledge sharing
• Relational energy

Authored book

• Gerbasi, A., Emery, C., & Parker, A. (2023). Understanding Workplace Relationships: An Examination of the Antecedents and Outcomes. (1). Palgrave Macmillan Cham. https://doi.org/10.1007/978-3-031-16640-2
• Lim, P., & Parker, A. (2020). Mentoring millennials in an Asian context: Talent management insights from Singapore. Emerald Publishing Ltd. https://doi.org/10.1108/9781789734836

Journal Article

• Parker, A., Lomi, A., & Zappa, P. (2024). Effect of Time Pressure on Informal Advice Relations Across Organizational Units: Evidence from a study of collaboration within a Formula One racing team. Organization Studies, 45(10), 1441-1465. https://doi.org/10.1177/01708406241261448
• Methot, J., Parker, A., & Hubbard, A. (2024). Social Networks in the Work-Nonwork Borderland: Developing an Integrative Model of Cross-Domain Multiplex Relationships. Group and Organization Management, 49(2), 259-298. https://doi.org/10.1177/10596011241232183
• Decreton, B., Tippmann, E., Nell, P. C., & Parker, A. (2023). More effective solutions? Senior managers and non-routine problem solving. Strategic Management Journal, 44(10), 2566-2593. https://doi.org/10.1002/smj.3495
• Parker, A., Waldstrøm, C., & Shah, N. P. (2023). The coevolution of emotional job demands and work-based social ties and their effect on performance. Journal of Management, 49(5), 1601-1632. https://doi.org/10.1177/01492063221087636
• Page, A., Sealy, R., Parker, A., & Hauser, O. (2023). Regulation and the trickle-down effect of women in leadership roles. The Leadership Quarterly, Article 101721. https://doi.org/10.1016/j.leaqua.2023.101721
• Ozman, M., & Parker, A. (2023). The Effect of Social Networks, Organizational Coordination Structures, and Knowledge Heterogeneity on Knowledge Transfer and Aggregation. Journal of Evolutionary Economics, 33, 249–278. https://doi.org/10.1007/s00191-023-00811-z
• Parker, A., Pallotti, F., & Lomi, A. (2022). New network models for the analysis of social contagion in organizations: An introduction to Auto-logistic Actor Attribute Models. Organizational Research Methods, 25(3), 513-540. https://doi.org/10.1177/1094428121100
• Carboni, I., Cross, R., Page, A., & Parker, A. (2020). Invisible network drivers of women’s success. Organizational Dynamics, 49(4), Article 100735. https://doi.org/10.1016/j.orgdyn.2019.100735
• Mirc, N., & Parker, A. (2020). If you do not know who knows what: Advice seeking under changing conditions of uncertainty after an acquisition. Social Networks, 61, 53-66. https://doi.org/10.1016/j.socnet.2019.08.006
• Parker, A., Tippmann, E., & Kratochvi, R. (2019). Accessing diverse knowledge for problem solving in the MNC: A network mobilization perspective. Global Strategy Journal, 9(3), 423-452. https://doi.org/10.1002/gsj.1311
• Troester, C., Parker, A., Van Knippenberg, D., & Sahlmuller, B. (2019). The coevolution of social networks and thoughts of quitting. Academy of Management Journal, 62(1), 22-43. https://doi.org/10.5465/amj.2016.0914
• Hatjidis, D., & Parker, A. (2018). The role of relationship quality in raising organizational change acceptance: The case of the Greek hotel industry. Journal of Human Resources in Hospitality and Tourism, 17(3), 340-359. https://doi.org/10.1080/15332845.2017.1406284
• Tippmann, E., Sharkey Scott, P., & Parker, A. (2017). Boundary Capabilities in MNCs: Knowledge Transformation for Creative Solution Development. Journal of Management Studies, 54(4), 455-482. https://doi.org/10.1111/joms.12253
• Shah, N., Parker, A., & Waldstrom, C. (2017). Examining the Overlap: Individual Performance Benefits of Multiplex Relationships. Management Communication Quarterly, 31(1), 5-38. https://doi.org/10.1177/0893318916647528
• Hatjidis, D., & Parker, A. (2017). The relationship between universal network perceptions and dyadic network perceptions and their effect on employees’ behavioral reactions to organizational change. Journal of Organizational Change Management, 30(7), 1030-1043. https://doi.org/10.1108/JOCM-05-2016-0106
• Parker, A., Halgin, D., & Borgatti, S. (2016). Dynamics of Social Capital: Effects of Performance Feedback on Network Change. Organization Studies, 37(3, SI), 375-397. https://doi.org/10.1177/0170840615613371
• Parker, A., & Gerbasi, A. (2016). The impact of energizing interactions on voluntary and involuntary turnover. https://doi.org/10.3917/mana.193.0177
• Gerbasi, A., Porath, C., Parker, A., Spreitzer, G., & Cross, R. (2015). Destructive De-Energizing Relationships: How Thriving Buffers Their Effect on Performance. Journal of Applied Psychology, 100(5), 1423-1433. https://doi.org/10.1037/apl0000015

Other (Print)

• Carboni, I., Parker, A., & Langowitz, N. (2021). Mapping exclusion in the organization: Organizational network analysis can reveal ways to bolster inclusivity