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

• Lim, P. & Parker, A. (2020). Mentoring millennials in an Asian context: Talent management insights from Singapore. Bingley, UK: Emerald Publishing Ltd.

Journal Article

• Carboni, I., Parker, A. & Langowitz, N. S. (2022). Mapping exclusion in the organization: Organizational network analysis can reveal ways to bolster inclusivity. MIT Sloan Management Review
• Parker, Andrew, Waldstrøm, Christian & Shah, Neha Parikh (2022). The coevolution of emotional job demands and work-based social ties and their effect on performance. Journal of Management
• Parker, A., Pallotti, F. & Lomi, A. (2021). New network models for the analysis of social contagion in organizations: An introduction to Auto-logistic Actor Attribute Models. Organizational Research Methods
• Carboni, I., Cross, R., Page, A. & Parker, A. (2020). Invisible network drivers of women’s success. Organizational Dynamics
• 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
• 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.
• 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.
• 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 & Tourism
• 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
• Tippmann, E. Sharkey Scott, P. & Parker, A. (2017). Boundary capabilities in MNCs: Knowledge transformation for creative solution development. Journal of Management Studies
• Shah, N. P., Parker, A. & Waldstrom, C. (2017). Examining the Overlap: Individual Performance Benefits of Multiplex Relationships. Management Communication Quarterly 31(1): 5-38.
• Parker, A. & Gerbasi, A. (2016). The impact of energizing interactions on voluntary and involuntary turnover. M@n@gement 19(3): 177-202.
• Parker, A., Halgin, D. S. & Borgatti, S. P. (2016). Dynamics of Social Capital: Effects of Performance Feedback on Network Change. Organization Studies 37(3, SI): 375-397.
• Gerbasi, A., Porath, C. L., 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.