Curriculum Vitae

Updated: 12/16/08

Robert Lee Cross
McIntire School of Commerce
262 Monroe Hall
University of Virginia
Charlottesville, VA 22904-4173
(434) 924-6475 / robcross@virginia.edu

EDUCATION

1985-1989 University of Virginia, Bachelor of Science (Business Administration).
1992-1994 University of Virginia, Master of Business Administration.
1996-2001 Boston University School of Management, DBA (Organizational Behavior and Information Technology).

PROFESSIONAL EXPERIENCE

2005-Present
Founder and Research Director of The Network Roundtable, a self-funded consortia of 100+ leading organizations working with UVA faculty to apply network techniques to critical business issues. The Roundtable facilitates research and helps bring leading edge ideas into the classroom via technology, cases, articles and an executive speaker series.

2001-Present
Associate Professor (tenured), McIntire School of Commerce, UVA.

1999-2001
IBM Research Manager. Lead researcher on 45 company cross-industry consortia studying application of social network analysis to knowledge creation and diffusion.

1994-1996
Arthur Andersen Business Consulting Manager.

1989-1992
Bank of America Commercial Lending Officer.

AWARDS AND HONORS

  • 2007 Top Ranked Professor in BusinessWeek’s Student Surveys.
  • 2005-2006 Alumni Board of Trustees University Wide Teaching Award.
  • Best Published Paper of the Year (2004) OCIS Division of Academy of Management.
  • McIntire School of Commerce faculty nominee for All-University teaching award (2005).
  • Faculty Guest at the Seven Society’s Annual Monticello Dinner (2004).
  • Voted Faculty Marshall, Procession Marshall or Banner Carrier for 2002-2006 Graduating Classes.
  • Batten Fellow, Darden Graduate School of Business.
  • 2004 Academy of Management Executive Best Published Article Award Finalist (1 of 3).
  • Best Symposium in the Organization and Management Theory Division (Contributing Author), 2003 Academy of Management.
  • Lawrence Erlbaum Best Paper Award, 2002 Academy of Management.
  • Finalist (One of Six), Newman Award (Best Paper From A Dissertation), 2001 Academy of Management.
  • Best Student Paper Award, 2001 Academy of Management, Managerial and Organizational Cognition Division.
  • Boston University 2001 SMG Best Doctoral Student Researcher Award.
  • Boston University 1999 SMG Doctoral Student Merit Award for Research Excellence.
  • Best Paper Award, 1999 International Conference on Work Teams, Dallas.
  • Invited to 1999 Academy of Management Doctoral Consortium in OB/OMT/ODC.
  • University of Virginia, Faculty Award for Academic Excellence (top 10% of class).
  • University of Virginia, Thomas I. Storrs Award for Leadership and Academic Excellence.
  • University of Virginia, Deans List and C.L. Howard Award.

PUBLICATIONS

Articles in Refereed Journals

Cross, R., Thomas, R. & Light, D. (In Press). Creating the Right Decision-Making Networks: Driving Decision Efficiency and Effectiveness through Networks. Sloan Management Review.

Cross, R., Cowen, A., Vertucci, L. & Thomas, R. (In Press). Leading in a Connected World: How Effective Leaders Drive Results Through Networks. Organizational Dynamics.

Cross, R., Ehrlich, K., Dawson, R. & Helferich, J. (2008). Managing Collaboration: Improving Team Effectiveness with a Network Perspective. California Management Review, 50(4): 78-99.

Cross, R., Hargadon, A., Parise, S. & Thomas, R. (2008). Critical Connections: Driving Innovation With A Network Perspective. Sloan Management Review and Wall Street Journal Weekend Edition.

Cross, R. & Thomas, R. (2008). How Top Talent Uses Networks and Where Rising Stars Get Trapped. Organizational Dynamics, 37: 165-180.

Cross, R., Thomas, R., Dutra, A. & Newberry, C. (2007). Using Network Analysis To Build a New Business. Organizational Dynamics, 36: 345-362

Cross, R., Parise, S. & Weiss, L. (2007) The Role of Networks in Organizational Change. McKinsey Quarterly (Not Reviewed in Traditional Sense).

Johnson-Cramer, M., Parise, S. & Cross, R. (2007). Managing Change Through Networks and Values: How a Relational View of Culture Can Facilitate Large Scale Change. California Management Review 49(3) pp. 85-109.

Cross, R., Martin, R. & Weiss, L. (2006). Mapping the Value of Employee Collaboration. McKinsey Quarterly 3 pp. 29-41. (Not Reviewed in Traditional Sense).

Cross, R., Laseter, T., Parker, A. & Velasquez, G. (2006). Using Social Network Analysis to Improve Communities of Practice. California Management Review 49(1) pp. 32-60.

Parise, S., Cross, R. & Davenport, T. (2006). Strategies for Preventing a Knowledge Loss Crisis. Sloan Management Review 47(4) pp. 31-38.

Levin, D., Whitener, E., & Cross, R. (2006). Why Should I Trust You?: Predictors of Trust in a Knowledge Transfer Context. Journal of Applied Psychology.

Cross, R., Liedtka, J. & Weiss, L. (2005). A Practical Guide To Social Networks. Harvard Business Review 83(3), pp. 124-132. (Not Reviewed in Traditional Sense).

Rollag, K., Parise, S. & Cross, R. (2005). Getting New Hires Up To Speed Quickly. Sloan Management Review. 46(2): pp. 35-41.

Cross, R. & Cummings, J. (2004). Tie and Network Correlates of Performance in Knowledge Intensive Work. Academy of Management Journal. 47(6): pp. 928-937.

Cross, R. & Sproull, L. (2004). More Than an Answer: Information Relationships for Actionable Knowledge. Organization Science. 15(4): pp. 446-462.

Levin, D. & Cross, R. (2004). The Strength of Weak Ties You Can Trust: The Mediating Role of Trust in Effective Knowledge Transfer. Management Science. 50(11): pp. 1477-1490.

Cross, R., Davenport, T. & Cantrell, S. (2003). The Social Side of High Performance. Sloan Management Review. 45(1) pp. 20-24.

Kahn, W., Cross, R., & Parker, A. (2003). Layers of Diagnosis for Planned Relational Change in Organizations. Journal of Applied Behavioral Science. 39(3): pp. 259-280.

Abrams, L., Cross, R., Lesser, E. & Levin, D. (2003). Nurturing Trust in Knowledge Intensive Work. The Academy of Management Executive 17(4): pp. 1-13.

Cross, R., Baker, W. & Parker, A. (2003). What Creates Energy in Organizations? Sloan Management Review 44(4), pp. 51-57.

Borgatti, S. & Cross, R. (2003). A Social Network View of Organizational Learning: Relational and Structural Dimensions of ‘Know Who’. Management Science, 49 pp. 432-445.

Cummings, J. & Cross, R. (2003). Structural Properties of Work Groups and their Consequences for Performance. Social Networks 25(3), pp. 197-210.

Johnson-Cramer, M., Cross, R. & Yan, A. (2003). Sources of Fidelity in Purposive Organisational Change: Lessons from a Reengineering Case. Journal of Management Studies, 40(2) pp. 1837:1870.

Cross, R. & Prusak, L (2002). The People That Make Organizations Stop --- Or Go. Harvard Business Review 80(6), pp. 104-112. (Not Reviewed in Traditional Sense).

Cross, R., Nohria, N. & Parker, A. (2002). Six Myths About Informal Networks --- And How To Overcome Them. Sloan Management Review 43 (3), pp. 67-76. Re-printed in Creating Value with Knowledge: Insights from the IBM Institute for Knowledge-Based Organizations.

Cross, R., Borgatti, S. & Parker, A. (2002). Making Invisible Work Visible: Using Social Network Analysis to Support Human Networks. California Management Review 44(2), pp. 25-46. Re-printed in Creating Value with Knowledge: Insights from the IBM Institute for Knowledge-Based Organizations.

Cross, R., Rice, R., & Parker, A. (2001). Information Seeking in Social Context: Structural Influences and Receipt of Informational Benefits. IEEE Transactions 31(4), pp. 438-448.

Cross, R., Parker, A., Prusak, L & Borgatti, S. (2001). Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks. Organizational Dynamics 3(2), pp. 100-120. Re-printed in Darden Learning Primer and Creating Value with Knowledge: Insights from the IBM Institute for Knowledge-Based Organizations.

Cross, R. Borgatti, S. and Parker, A. (2001). Beyond Information: Relational Content of the Advice Network. Social Networks 23(3).

Cross, R., Yan, A. & Louis, M. (2000). Boundary Activity in “Boundaryless” Organizations: A Case Study of a Transformation to a Team-Based Structure. Human Relations, 53(6), pp. 841-868.

Cross, R. & Baird, L. (2000). Technology Is Not Enough: Improving Performance by Building Organizational Memory. Sloan Management Review, 41(3), pp. 41-54. Featured in Ideas in the News: A biweekly selection and compilation of the top 10 business ideas found in journals, periodicals, and websites. www.meansbusiness.com

Cross R. & Brodt, S. (2001). How Assumptions of Consensus Undermine Decision Making. Sloan Management Review, 42(2), pp. 86-94.

Cross, R. (2000). Looking Before You Leap: Assessing the Jump to Teams in Knowledge-Based Work. Business Horizons, 43 (5), pp. 29-36.

Cross, R. & Funk, F. (1997). Leveraging Intellect in Small Business: Infrastructure to Support Today’s Knowledge Worker. Journal of Small Business Strategy, 8(1), pp. 15-34.

Books

Cross, R. & Thomas, R. (January, 2009). Driving Results through Social Networks: How Top Organizations Leverage Networks for Performance and Growth. Jossey-Bass.

Cross, R. & Parker, A. (June, 2004). The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations. Harvard Business School Press. This book has been featured in The Wall Street Journal, The Financial Times, Time Magazine, CIO and a number of other venues. Book has been translated into Chinese, Russian and Turkish.

Cross, R., Parker, A. & Sasson, L. (Eds.) (2003). Networks in a Knowledge Economy. Oxford University Press.

Cross, R. & Israelit, S. (Eds) (2000). Strategic Learning in a Knowledge Economy: Individual, Collective and Organizational Learning Processes. Cambridge, MA: Butterworth-Heineman.

Book Chapters

Cross, R. & Prusak, L. (2003). The Political Economy of Knowledge Markets in Organizations. In M. Lyle’s & M. Easterby-Smith’s (Eds) Handbook of Organizational Learning. Pp. 454-472.

Baker, W., Cross, R. & Wooten, M. (2003). Positive Organizational Network Analysis and Energizing Relationships. In K. Cameron, J. Dutton, and R. Quinn (Eds) Positive Organizational Scholarship (Berrett-Koehler Publishers).

Cross, R., Abrams, L. & Parker, A. (2004). A Relational View of Learning: How Who You Know Affects What You Know. In J. Clawson & M. Connor (Eds) Creating a Learning Culture. Cambridge University Press. Pp. 152-168.

Cross, R. & Borgatti, S. (2004). The Ties That Share: Relational Characteristics that Facilitate Information Seeking. In M.H. Huysman and V. Wulf (Eds) Social Capital and Information Technology. MIT Press. Pp. 137-161.

Levin, D. Z., Cross, R., Abrams, L. C., & Lesser, E. L. (2003). Trust and Knowledge Sharing: A Critical Combination. In Prusak, L. & Lesser, E. L. (Eds.), Creating Value with Knowledge: Insights from the IBM Institute for Business Value. Oxford: Oxford University Press.

Other Publications

Linder, Jane C., Cross, Rob & Parker, Andrew (2006). All charged up. Business Strategy Review 17 (3), 25-29

Laseter, T., and R. Cross (2006). The Craft of Connection. Strategy + Business (43): 26-32.

Rollag, K., Parise, S. & Cross, R. (2005). Rapid Readiness Required: Getting skilled contingent workers on board fast takes planning and flexibility. Contingent Workforce Strategies.

Cross, R. (2003). Who Talks To Whom About What. Trends and Ideas (Inaugural Issue of Newsletter Accompanying Harvard Business Review). Fall 2003, Volume 1: pp. 8-11.

Cross, R., Baker, W. & Parker, A. (2002). Mapping Energy for Innovation. Batten Briefings (Darden Graduate School of Business Publication).

Cross, R. (2002). Knowledge Management: Can Its Tools Save Lives and Organizations? McIntire.Now (McIntire School of Commerce Publication).

Parker, A., Cross, R. & Walsh, D. (2001). Improving Collaboration With Social Network Analysis. Knowledge Management Review, 4(2), pp. 24-30.

Cross, R., Parker, A., & Borgatti, S. (2000). A Bird’s-Eye View: Using Social Network Analysis to Improve Knowledge Creation and Sharing. Knowledge Directions (Spring).

Colella, S., Cross, R. & Reiley, J. (1999) Developing Critical New Skills in a World of Continuous Change. National Productivity Review, 19(1), pp. 43-48.

Cross, R. & Reiley, J (1999). Team Learning: Best Practices and Tools for an Elusive Concept. National Productivity Review, 18(3), pp. 9-18.

Cross, R. (1997). Implementing Teams for Commercial Banking. Commercial Lending Review 12(2), pp. 42-48.

Cross, R., Majikes, M. and Kelleher, J. (1997). Activity Based Costing in Commercial Lending: The Case of Signet Bank. Commercial Lending Review, 12(4), pp. 24-31.

Strischek, D. and Cross, R. (1996). Reengineering the Credit Approval Process, The Journal of Lending and Credit Risk Management, 78(5), pp. 19-34.

Cross, R. and Monahan, K. (1996). Redesigning the Mortgage Production Process. Mortgage Banking pp. 36-44.

Papers Under Review and Work in Progress

Cross, R., Katzenbach, J. & Canner, N. Critical Connections: Achieving Higher Performance by Integrating Networks with Team Efforts at the Top. The network view shows the degree to which senior leadership effectiveness hinges not on forming a team of equally contributing members but on facilitating appropriate collaboration through networks and subgroups. By helping executives see this landscape, a network lens brings into focus targeted means of driving performance and innovation deep into the organization. Specifically, this perspective enables executive leadership groups to be more effective in four key tasks:

  • Alignment: Configuring networks and subgroups at the top to align formal decision making and informal collaborative behaviors that reinforce strategic objectives.
  • Execution: Crafting decision-making networks that enable efficient and effective execution at key points of delivery.
  • Innovation: Shaping networks to help the right ideas make it into decision-making and new product development processes.
  • Motivation: Cultivating networks and focused subgroups to obtain the emotional commitment (as well as the rational compliance) of important influencers and contributors at all levels.

Cross, R. & Baker, W. Energy in Social Context: Predictors and Outcomes of Energizing Interactions in Social Context. Currently conducting mixed methods inquiry into energizing interactions in social networks. We have conducted three social network analyses assessing structure and outcome variables of actors in these networks. Results indicate a very strong relationship between position in the energy network and performance even after controlling for standard information processing variables. Sixty three interviews have been conducted to assess characteristics of the context, relationship and interactions with both energizing and de-energizing alters. Symposium paper has been presented at the AOM 2002 conference. A scholarly paper is in preparation for Organization Science.

Cross, R., Parise, S. & Rollag, K. Structural and Relational Determinants of Individual Performance. Work is embedded in a complex network of relationships among employees; however, outside of structural hole theory, relatively little empirical research examines the relationship between a workers’ network and their performance. We have conducted five network analyses in separate organizations that combine both egocentric and full network measures with reliable determinants of performance (total sample size of several hundred employees). This data set is unique in that is will allow us to generalize across organizational contexts and focus on both network position (central, peripheral, and broker) and strategy (internal versus external relationships, formal versus informal, face-to-face versus virtual, pro-activity, physical proximity, and relative hierarchical position). Data analysis has been initiated and will result in a scholarly paper targeting Academy of Management Journal.

Bateman, T., Cross, R. & Balinger, G. Well-Being at Work: Trait, Goal and Relational Determinants of Psychological Well-Being at Work. Rather than leave work mentally, physically, and emotionally drained, some people are energized by their jobs more than others. This research has been undertaken to better understand trait, goal and relational determinants of psychological well-being across a number of contingencies (career phase, industry, etc.). We have collected a two stage survey with over 1,000 complete respondents (receipt of both surveys). Analysis has begun with all constructs proving reliable. The primary scholarly paper from this work is in development and targeted for Academy of Management Journal.

Conference Presentations

Cross, R. Discussion leader in D. Brass, J. Johnson and J. Labianca’s Theoretical and Empirical Applications of Social Network Analysis. Academy of Management, Atlanta, GA.

Levin, D., Whitener, E. & Cross, R. 2004. Perceived Trustworthiness of Knowledge Sources: The Moderating Impact of Relationship Length. Academy of Management, New Orleans, LA. Paper published in Proceedings.

Cross, R. 2004. Energizing Behavior in Networks. In A. Caza and L. Sekerka’s Positive Organizational Scholarship as Actionable Knowledge. Academy of Management, New Orleans, LA

Cross, R. 2004. A Positive View of Organizational Networks. In J. Dutton and M. Glynn’s RePOSitioning Research Using a Positive Organizational Scholarship (POS) Perspective. Academy of Management, New Orleans, LA.

Cross, R. & Cummings, J. 2003. Relational and Structural Network Correlates of Performance in Knowledge Intensive Work. Academy of Management, Seattle, WA. Paper published in Proceedings.

Cross, R. 2003. Toward a Functional Theory of Relationships at Work. In J. Dutton and E. Heaphy’s From the Wings to Center Stage: Enriching Understanding of Relationships in Organizations. Academy of Management, Seattle, WA. Session won OMT Best Symposium Award.

Cross, R. 2003. Applying Social Network Analysis to the Study of Knowledge and Learning in Organizations. In P. Carlile, D. Obstfeld and G. Roth’s Addressing the Challenge of Studying Knowledge: Learning from Different Methodological Approaches. Academy of Management, Seattle, WA.

Levin, D., Cross, R., & Abrams, L. 2002. The Strength of Weak Ties You Can Trust: The Mediating Role of Trust in Knowledge Transfer. Academy of Management, Denver, CO. Won Best Paper Award and Published in Proceedings.

Levin, D., Cross, R., & Abrams, L. 2002. Why Should I Trust You: Predictors of Interpersonal Trust in a Knowledge Transfer Context. Academy of Management, Denver, CO.

Cross, R. & Baker, W. 2002. The Creation and Depletion of Energy in Social Networks. Academy of Management, Denver, CO.

Cummings, J. & Cross, R. 2002. Structural Properties of Work Groups and their Consequences for Performance. Sunbelt Social Network Conference, New Orleans.

Krebs, V., Falkowski, J. & Cross, R. 2002. Corporate Consulting with Social Network Analysis. Sunbelt Social Network Conference, New Orleans

Cross, R. & Borgatti, S. 2001. “Organizational Change and Social Network Analysis: Lessons from the Field.” Academy of Management, Washington DC.

Cross, R., 2001. “A Relational View of Information Seeking.” Academy of Management, Washington DC. Paper Selected One of Six Finalists for the Newman Award (Best Paper from a Dissertation).

Cross, R. & Borgatti, S., 2001. A Social Network View of Organizational Learning. Academy of Management, Washington DC. Won Best Student Paper Award and Published in Proceedings.

Bakstran, L. & Cross, R., 2001. “A Comparative Study of Two Intra-Organizational Knowledge Networks.” Babson Entrepreneurship Research Conference, Wellesley, MA.

Cross, R. 2000. “More than an Answer: How Seeking Information Through People Facilitates Knowledge Creation and Use.” Academy of Management, Toronto.

Cross, R. & Borgatti, S. 2000. “The Importance of ‘Know Who:’ A Network View of Transactive Knowledge and Organizational Learning.” Sunbelt Social Network Conference, Vancouver

Cross, R. 1999. “Looking Before You Leap: Assessing the Jump to Teams in Knowledge-Based Work.” International Conference on Work Teams, Dallas. Won Best Paper Award.

Cross, R. & Yan, A. 1998. “Planned and Emergent Structure: Process and Outcome of a Successful Reengineering Effort.” Academy of Management, San Diego.

Cross, R. 1998. “Regenerating Organizational Memory: How Team Experience Translates into Organizational-Level Learning.” Academy of Management, San Diego.

Cross, R. 1998. “Using Structural Dimensions of Knowledge to Design Knowledge Bases that Leverage Organizational Experience.” Academy of Management Managerial and Organizational Cognition Interest Group Annual Conference, New York.

Cross, R., Yan, A. & Louis, M. 1997. “Boundary Activity in “Boundaryless” Organizations: A Case Study of a Transformation to a Team-Based Structure.” Academy of Management, Boston.

Teaching Cases

NCB (A) and NCB (A-Recommendations). A reengineering and organizational design case focused on improving a bank’s commercial lending process.

Blacksmith (A) and (B). An organization studies case focused on evaluating strategy and proposing an infrastructure for a small high-tech growth firm expecting to triple in size in two years.

Building A Networked Organization: Restructuring the IT Department at ABC Consulting (A).

Teaching Experience

McIntire School of Commerce, University of Virginia. Managing The High Performing Organization.

  • Fall 2006 Section 1 had 34 students and received rating of 4.93/5.00.
  • Fall 2006 Section 2 had 33 students and received rating of 4.91/5.00.
  • Fall 2005 Section 1 had 32 students and received rating of 4.85/5.00.
  • Fall 2005 Section 2 had 33 students and received rating of 4.85/5.00.
  • Fall 2004 Section 1 had 38 students and received rating of 4.88/5.00.
  • Fall 2004 Section 2 had 39 students and received rating of 4.88/5.00.
  • Fall 2003 Section 1 had 32 students and received rating of 4.94/5.00.
  • Fall 2003 Section 2 had 36 students and received rating of 4.90/5.00.
  • Fall 2002 class had 48 students and received rating of 4.90/5.00.

McIntire School of Commerce, University of Virginia. OB Component of Integrated Core Curriculum.

  • Spring 2004 class (Block 5) had 40 students and received rating of 4.82/5.00
  • Spring 2004 class (Block 6) had 40 students and received rating of 4.90/5.00
  • Fall 2003 class (Block 5) had 43 students and received rating of 4.92/5.00
  • Fall 2003 class (Block 6) had 42 students and received rating of 4.88/5.00
  • Spring 2003 class (Block 5) had 40 students and received rating of 4.92/5.00
  • Spring 2003 class (Block 6) had 40 students and received rating of 4.81/5.00
  • Fall 2002 class (Block 5) had 40 students and received rating of 4.91/5.00
  • Fall 2002 class (Block 6) had 40 students and received rating of 4.80/5.00
  • Spring 2002 class (Block 5) had 40 students and received rating of 4.77/5.00.
  • Spring 2002 class (Block 6) had 40 students and received rating of 4.77/5.00.

Lecturer: Boston University School of Management. OB221: Foundation organizational behavior class.

  • Spring 1998 class had 26 students and received rating of 4.63/5.00.
  • Spring 2000 class had 35 students and received rating of 5.00/5.00.

Guest lectured in various courses for MBA programs at the University of Virginia (Darden), Carnegie Mellon University, Boston College, Boston University, Babson, University of Maryland and George Mason University.

SERVICE AND PROFESSIONAL MEMBERSHIPS

  • Editorial Review Board for Organization Science.
  • Ad hoc reviewer for journals:
    • Academy of Management Journal
    • Administrative Science Quarterly
    • Management Science
    • Organization Science
    • MIS Quarterly
    • Sloan Management Review
    • California Management Review
    • American Behavioral Scientist
    • IBM Systems Journal
    • Decision Sciences
    • Journal of Management Information Systems and
    • Computational and Mathematical Organization Theory
  • Ad hoc reviewer for conferences:
    • Academy of Management Managerial and Organizational Cognition Division
    • Academy of Management Organization Communication and Information Systems Division
    • Academy of Management Organization and Management Theory Division
  • Corporate Advisory Board Member for Samsung and United Way.
  • Member of Academy of Management
  • Member of International Network of Social Network Analysts
  • Beta Gamma Sigma

 

 

 

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