Network Analysis in Organizational Settings

Abstract

This article sets out to reinforce andfurther develop an emerging paradigm: social network analysis, which represents social structure in terms of relationships (ties) between social objects. Not all the social objects are directly linked, and objects may be connected by multiple relationships of affect, influence, information, or goods and services. Network analysis deals with the types and patterns of relationships, and the causes and consequences of these patterns. The article applies the paradigm to the study of organizational structure by both developing theoretical constructs and presenting methodology for carrying out social network analysis in organizations. An analysis of three organizations from the Aston Study is presented using social network analysis to test propositions about differences between mechanistic and organic structures.