Organisational Network Analysis (ONA) offers psychology-informed tools to understand how people, information, and resources flow within workplaces. This paper presents a case study of ONA deployment in a large corporate context, drawing on systems theory, social network theory and dynamic network analysis to model relationships among individuals, teams, and knowledge resources. Using both statistical measures and visualisations, we map communication and socio-technical networks to reveal structural patterns and team dynamics that shape organisational effectiveness.


The analysis identifies network silos, key influencers, and collaboration clusters, and links these features to actionable outcomes, including strategies to strengthen employee engagement and support culture change. We compare two complementary approaches to ONA: Active ONA (employee surveys capturing nuanced relational data) and Passive ONA (digital interaction traces that infer connectivity). For each, we outline methodological considerations, ethical trade-offs, and practical limitations relevant to applied psychologists and organisational practitioners.


We further detail core network metrics—such as tie frequency, central tendency, dispersion, and related measures of connectivity and subgraph structure—and demonstrate how these indicators, paired with accessible visualisations, surface meaningful patterns for decision-making. Together, the case insights and methodological synthesis illustrate how ONA can inform evidence-based interventions that improve coordination, reduce friction, and enhance organisational learning. The paper concludes with guidance on integrating ONA into organisations, emphasising the importance of validity, transparency, and the responsible use of employee data.