The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations
Actual coordination patterns often differ from formal structure
This book introduces Organizational Network Analysis (ONA) for understanding actual vs. formal coordination patterns in organizations. Cross and Parker show how social networks reveal where work really happens, often diverging from formal organizational structure.
The chapter references ONA as a tool for mapping current interactions when defining module boundaries. Understanding actual interaction patterns - not just formal reporting structures - is essential for designing modular organizations that align with how work actually gets done.
Key Findings from Cross & Parker (2004)
- Actual coordination patterns often differ from formal structure
- Social network analysis reveals hidden collaboration patterns
- Network position affects individual and organizational performance
- Understanding networks enables better organizational design
- Informal networks determine how work actually gets done, often diverging from formal hierarchy
- ONA can identify hidden influencers, bottlenecks, and collaboration patterns
- Network interventions can improve organizational effectiveness
- Provided methodology still used in contemporary ONA practice
Used in 2 chapters
See how this research informs the book's frameworks:
Introduces Organizational Network Analysis for understanding actual vs. formal coordination patterns - essential for defining module boundaries.
See network mapping tools →Foundational text on organizational network analysis methodology establishing how to map and analyze informal networks within organizations.
See ONA methodology →