**5. GSOC and control processes**

GSOC was examined concerning the measuring of hierarchical dimensions [41] in connection with the order of the hierarchy. Other authors observed that the GSOC had a relative relevance in connection with the simplicity of jobs, increasing its measurement while decreasing with the surge of complexity [42] and speculated on its connection with the spans of accountability, influence, and support. These paradoxes can also occur in simpler scenarios where the invasive network control process coexists with the continuous looming risk of collapse of the control systems [43].

#### **Figure 6.**

*Trend of first- and second-order ties according to the Graicunas Eq. (1).*


#### **Table 1.**

*Trend of 2 ns order ties according to Graicuna's Eq. (1).*

The extension of the GSOC principle to procedures can be proposed by applying a different approach in which the communication process between different organizational positions is intended as a process comprising many steps (**Figure 7**). The number of these steps is related to the efficacy and efficiency of the control [44].

In the networks, the existence of many points or steps of control may be interactive, involving many steps and operations (**Figure 7b**) [45]. Consequently, the information processed in the network is subjected to the loss of components and the acquisition of others in continuous renewal (**Figure 8**), as in computational transfer [46]. This process includes the risk of uncorrected information and inaccurate control feedback.

Progress in supply chain management implemented innovations in the tracking system of goods and services, producing advancements in integrating operators and software. This progress prompts the question: How many steps could a manager control? How many steps can be detected effectively by an organizational position [47]?

Once more, the attention of scholars and practitioners was focused on the study of hyperlinks [48], in which the multiphase process links two elements from a

*Network Analysis in the Information Systems Management: Implications for a Transdisciplinary… DOI: http://dx.doi.org/10.5772/intechopen.109298*

**Figure 7.**

**(***a) Basic process of control compared to the (b) multistep process typical of complex networks.*

theoretical viewpoint, while a situation arises in practice in which the two extremes are isolated from each other when steps exceed some number [49].

This reasoning leads to the question, concerning the organizational boundaries of identifiable networks, considering the extension of the relationships between the component elements, and their strength and mutual influence [1]. Consistent with this, the extension of a network that comprises interactive elements can be conventionally established based on the boundary between weak connections subject to maximum renewal and strong connections featuring low renewal. This boundary can be identified while considering the bond intensity at the point of intersection of the *x* and *y* curves in **Figure 5**.

This led to the evolutionary model of organizational networks in which the unrestrainable renewal of ties produces a complexification of controls of each specific structure and consequently a structural evolution of organizations [50]. When limits of adaptation were overcome the evolution proceeds by a jump to another kind of structure in a cycle in which the contingent typology of the network is only a step.
