방법 비교

	Psychological Empowerment Scale	Organizational Network Analysis
분야	조직행동론	조직행동론
계열	Latent structure	Process / pipeline
기원 연도	1995	1984
창시자	Gretchen M. Spreitzer; Kenneth W. Thomas & Betty A. Velthouse	Daniel J. Brass; David Krackhardt; Herminia Ibarra
유형	Multidimensional latent-construct measurement model	Intraorganizational social network mapping and position-to-outcome pipeline
원전	Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442-1465.	Krackhardt, D. (1990). Assessing the political landscape: Structure, cognition, and power in organizations. Administrative Science Quarterly, 35(2), 342-369.
별칭	Spreitzer Empowerment Scale, Psychological Empowerment in the Workplace, Four-Dimensional Empowerment Measure, Workplace Psychological Empowerment	ONA, Intraorganizational Network Analysis, Workplace Social Network Analysis, Advice and Friendship Network Analysis
관련	3	3
요약	The Psychological Empowerment Scale is Gretchen Spreitzer's measure of empowerment as an internal motivational state, defined by four cognitions: meaning, competence, self-determination, and impact. It operationalizes the interpretive model of Thomas and Velthouse, who in 1990 recast empowerment not as a managerial act of delegating power but as intrinsic task motivation reflected in how workers experience their roles. Spreitzer's 1995 Academy of Management Journal paper developed and validated a multidimensional scale, using confirmatory factor analysis across two samples to show that the four dimensions combine into a higher-order empowerment construct. She then situated empowerment in a nomological network of antecedents and consequences, linking it to managerial effectiveness and innovative behavior. The scale gave the field a concise, validated instrument and established psychological empowerment as a measurable state distinct from structural or relational notions of empowerment.	Organizational network analysis studies the informal web of relationships — who goes to whom for advice, who is friends with whom, who works with whom — that runs alongside the formal org chart and often determines who actually gets things done. Daniel Brass's 1984 study of a newspaper publishing company showed that an employee's position in workflow, communication, and friendship networks predicted perceived influence and promotion better than formal rank. David Krackhardt's 1990 work added a cognitive twist, demonstrating that accurately perceiving the informal network is itself a source of power. Herminia Ibarra's 1993 study related network centrality to involvement in technical and administrative innovation, distinguishing the network bases of different kinds of influence. Together these works established a pipeline: collect relational data on the organization, compute each member's structural position, and link those positions to power, influence, and innovation. The approach treats the organization as a structure of relationships rather than a hierarchy of boxes.