Martin Kilduff's research

Martin's research interests include how the structure of friendship and acquaintance networks affect performance outcomes, how these networks are perceived by others, and the effects of those perceptions. Here you can see some of his recent research projects.


A sample of some of his recent projects:

Emotion Helping by Managers: an Emergent Understanding of Discrepant Role Expectations and Outcomes


Why do managers help employees with their negative emotions, and how do employees respond? (Forthcoming in Academy of Management Journal)

Organizational Network Perceptions Versus Reality: A Small World after All?


How do people keep track of and make sense of social network connections in organizational settings? (Published in Organizational Behavior and Human Decision Processes in 2008)

The Social Networks of High and Low Self Monitors: Implications for Workplace Performance


Is it personality or social network connections that help people do well in their work, or is it some combination? (Published in Administrative Science Quarterly in 2001)

The Ripple Effect of Personality on Social Structure: Self-Monitoring Origins of Network Brokerage


Individuals differ in the extent to which they occupy social network brokerage positions, connecting people who are themselves unconnected. But do these brokers tend to be defined in terms of a chameleon-like personality? (Published in Journal of Applied Psychology in 2008)

Social Network Analysis: Foundations and Frontiers on Advantage


We provide an overview of social network analysis and discuss frontiers of advantage contingent on personality, cognition, embeddedness, and dynamics.  (Forthcoming in Annual Review of Psychology)

From Blue Sky Research to Problem Solving: a Philosophy of Science Theory of New Knowledge Production


What are the different kinds of knowledge that are produced, the indicators of progress, the characteristic methods, and the exemplar organizations? (Published in Academy of Management Review in 2011)

A Paradigm Too Far? A Dynamic Stability Reconsideration of the Social Network Research Program


What are the implications of viewing organizational networks as complex adaptive systems that exhibit both persistence and change? (Published in Academy of Management Review in 2006)

Centrality and Charisma: Comparing How Leader Networks and Attributions Affect Team Performance


For team leaders, is one of the benefits of being central in the team advice network a more favorable assessment of personality – being seen by your subordinates as charismatic? (Published in Journal of Applied Psychology in 2011)

Emotion helpers: The Role of High Positive Affectivity and High Self-Monitoring Managers


Every organizational system depends on protective and creative behavior to counter potentially damaging developments such as the occurrence and potential spread of negative emotions.  But from where are these protective behaviors likely to spring?  (Published in Personnel Psychology in 2007)

Do Chameleons Get Ahead? The Effects of Self-Monitoring on Managerial Careers


Who gets ahead in managerial careers, the true-to-themselves who are consistent in their attitudes and behaviors, or the chameleons who adjust their expressions and behaviors depending on the situation? (Published in Academy of Management Journal in 1994)

Bringing the Individual Back in: a Structural Analysis of the Internal Market for Reputation in Organizations


Can your reputation as a good worker be boosted by people's erroneous impression that you have a high-status friend? (Published in Academy of Management Journal in 1994)

Organizational Social Network Research: Core Ideas and Key Debates


What are the leading ideas at the heart of social network research, and how do they inform current debates and research prospects? (Published in Academy of Management Annals in 2010)

Strategic Use of Emotional Intelligence in Organizational Settings: Exploring the Dark Side


Can emotionally intelligent people use their skills to advance their own interests, even at the expense of others? (Published in Research in Organizational Behavior in 2010)

Zooming in and out: Connecting Individuals and Collectivities at the Frontiers of Organizational Network Research


If both individuals and organizations are considered simultaneously in terms of social networks, what kinds of new research are possible? (Published in Organization Science in 2005)