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This chapter is excerpted from ‘An Executive’s Primer on the Strategy of Social Networks'. The purpose of this primer is to provide executives with an overview of social network research as it relates to individual, group, and organizational learning; innovation; and performance. Too often, when social networks are mentioned, managers think of Internet sites such as LinkedIn, Facebook, or MySpace. While social networking Web sites are part of the landscape of social network research, they are the tip of the iceberg in terms of what we know about social networks and the benefits of managing network structure. Chapter 1 identifies the key conceptual underpinnings of social network theory and social network analysis. Chapter 2 relates how social network theory predicts individual promotion and resource acquisition, while chapter 3 helps you understand and develop tactics for making your social network useful. Chapter 4 extends this work to show how the fruits of team collaboration are dependent on social network characteristics. Chapter 5 looks at social networks through a strategic lens, drawing on examples from Procter & Gamble (the connect and develop model), McKinsey (social networks as invisible organizational structure), and Accenture (innovation in a flat world). Finally, Chapter 6 identifies some of the key ethical issues accompanying social network analysis.