方法对比

	Process Research in Organizations	Organizational Network Analysis
领域	组织行为学	组织行为学
方法族	Process / pipeline	Process / pipeline
起源年份	1999	1984
提出者	Ann Langley; Andrew Van de Ven & Marshall Scott Poole	Daniel J. Brass; David Krackhardt; Herminia Ibarra
类型	Qualitative pipeline for theorizing temporal change from process data	Intraorganizational social network mapping and position-to-outcome pipeline
开创性文献	Langley, A. (1999). Strategies for theorizing from process data. Academy of Management Review, 24(4), 691-710.	Krackhardt, D. (1990). Assessing the political landscape: Structure, cognition, and power in organizations. Administrative Science Quarterly, 35(2), 342-369.
别名	Process Studies, Process Organization Studies, Theorizing from Process Data, Temporal Process Research	ONA, Intraorganizational Network Analysis, Workplace Social Network Analysis, Advice and Friendship Network Analysis
相关	3	3
摘要	Process research in organizations studies how and why things emerge, develop, grow, and terminate over time, treating change as a flow of events rather than a relationship between static variables. Ann Langley's 1999 Academy of Management Review article gave the field a toolkit, laying out seven generic strategies for theorizing from messy, longitudinal process data and weighing their strengths against the goals of accurate, parsimonious, and general theory. Van de Ven and Poole's 1995 article supplied a complementary conceptual map, identifying four basic motors of organizational change — life-cycle, teleology, dialectic, and evolution — that underlie how development unfolds. Langley, Smallman, Tsoukas, and Van de Ven's 2013 editorial consolidated the maturing field of process studies, foregrounding temporality, activity, and flow and clarifying the ontological commitments that distinguish process research from variance research. Together these works define a distinct mode of inquiry centered on sequence, timing, and unfolding.	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.