Faculty Directory

Adam M. Kleinbaum

Associate Professor of Business Administration





Personal Website



DBA, Harvard University, 2008; AB, Harvard College, 1998

Areas of Expertise

Social networks, organizational structure, corporate entrepreneurship

Current Research Topics

  • The emergence and evolution of social networks in organizations
  • Role of intra-firm social networks in promoting coordination and innovation
  • Relationship between formal and informal organizational structures
  • Electronic communication

Professional Activities

Academic positions

  • Tuck School of Business, 2009–present
  • Post-Doctoral Research Fellow in Organizational Behavior, Harvard Business School, Harvard University, 2008–09

Nonacademic positions

  • Development Manager, Morgan Stanley, 2000–02
  • Associate, L.E.K. Consulting, 1998–2000

Editorial positions

  • Editorial Review Board Member, Administrative Science Quarterly
  • Editorial Review Board Member, Academy of Management Journal
  • Editorial Review Board Member, Strategic Management Journal
  • Ad Hoc Reviewer, Organization Science, Management Science, Strategic Entrepreneurship Journal, Industrial and Corporate Change, California Management Review, Journal of Retailing (ad-hoc expert reviewer in social networks), Stanford University Press  and Rotman University of Toronto Press

Working Papers

  • With D. Feiler, “Network Extroversion Bias: Why People Are Not As Outgoing As You Think (Unless You're an Introvert)”
  • "The Un-Scaffolding Hypothesis: How Changes in Formal Structure Trigger Network Dissolution"
  • With C. Parkinson and T. Wheatley, "The Neural Encoding of Social Network Structure"


  • Best Symposium Finalist, Academy of Management, OMT Division, 2014
  • Paul E. Raether Fellowship for Associate Professors, Tuck School of Business, 2013-14
  • Wyss Award for Excellence in Doctoral Research, Harvard Business School, Harvard University, 2008
  • Kauffman Dissertation Fellowship, Ewing Marion Kauffman Foundation, 2007

Selected Publications

  • With A. Jordan and P. Audia. “An Alter-Centric Perspective on the Origins of Brokerage in Social Networks: How Perceived Empathy Moderates the Self-Monitoring Effect.” Organization Science (accepted)
  • With T. Stuart, “Network Responsiveness: The Social Structural Microfoundations of Dynamic Capabilities.” Academy of Management Perspectives (forthcoming)
  • With T. Stuart, “Inside the Black Box of the Corporate Staff: Social Networks and the Implementation of Corporate Strategy.” Strategic Management Journal 35(1):  24-47, 2014
  • With T. Stuart and M. Tushman, “Discretion Within Constraint: Homophily and Structure in a Formal Organization,” Organization Science 24(5): 1316-1336, 2013
  • With Y. Xu and D. Rockmore, "Hyperlink Prediction in Hypernetworks Using Latent Social Features." Proceedings of the 16th International Conference on Discovery Science. 2013
  • “Organizational Misfits and the Origins of Brokerage in Intra-firm Networks,” Administrative Science Quarterly, 57: 407-452, 2012
  • With E. Quintane, “Matter Over Mind? E-mail Data and the Measurement of Social Networks,” Connections, 31(1), 2011
  • “Interdependent Innovation,” in World Encyclopedia of Entrepreneurship, 2011
  • With M.L. Tushman, “Managing Corporate Social Networks,” Harvard Business Review, 86(7-8), 2008
  • With M.L. Tushman, C.A. O’Reilly, A. Fenollosa, and D. McGrath, “Relevance and Rigor: Executive Education as a Lever in Shaping Practice and Research,” Academy of Management Learning & Education, 6(3), 2007
  • With M.L. Tushman, “Building Bridges: The Social Structure of Interdependent Innovation,” Strategic Entrepreneurship Journal, 1(1), 2007