So sánh phương pháp

	Team Faultline Measurement	Organizational Network Analysis
Lĩnh vực	Hành vi tổ chức	Hành vi tổ chức
Họ	Process / pipeline	Process / pipeline
Năm ra đời	1998	1984
Người khởi xướng	Dora C. Lau & J. Keith Murnighan; Sherry Thatcher, Karen Jehn & Elaine Zanutto	Daniel J. Brass; David Krackhardt; Herminia Ibarra
Loại	Compositional diversity measurement pipeline for work groups	Intraorganizational social network mapping and position-to-outcome pipeline
Công trình gốc	Lau, D. C., & Murnighan, J. K. (1998). Demographic diversity and faultlines: The compositional dynamics of organizational groups. Academy of Management Review, 23(2), 325-340.	Krackhardt, D. (1990). Assessing the political landscape: Structure, cognition, and power in organizations. Administrative Science Quarterly, 35(2), 342-369.
Tên gọi khác	Group Faultlines, Diversity Faultlines, Faultline Strength, Fau Measure	ONA, Intraorganizational Network Analysis, Workplace Social Network Analysis, Advice and Friendship Network Analysis
Liên quan	3	3
Tóm tắt	Team faultline measurement quantifies the hypothetical dividing lines that can split a work group into relatively homogeneous subgroups based on the alignment of several member attributes at once. Dora Lau and Keith Murnighan introduced the faultline concept in 1998, arguing that what matters is not how diverse a group is on any single attribute but how strongly multiple attributes line up to create a clean cleavage — for example, when all the older members are also the men and the engineers, while all the younger members are the women and the marketers. Thatcher, Jehn, and Zanutto operationalized the idea in 2003 with the Fau index of faultline strength and a companion measure of faultline distance, and tested their effects on conflict and performance. Later work by Meyer and Glenz compared the proliferating measures and proposed an average-silhouette-width approach that can handle more than two subgroups. The method turns an intuition about subgroup splits into a reproducible number that can be entered into models of team process and outcomes.	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.