**1. Introduction**

According to transdisciplinary approach, the introduction of new perspectives needs the definition of the scenario in which hypotheses are located and induce new tools of analysis.

Continuous progress in technology and organizational work approach led to an overlap of the concepts of *network* and *organization*. The network seems to be a modern expression of the organization, and the organization increasingly takes on the nature of a network.

The purpose of this chapter is to discuss the results of the network analysis of organizations and the relevance of the organizational concept in the meaningful understanding of networks and their control systems, which is not limited to a pure application of increasingly sophisticated algorithms but seems to become distant from the practice of organizations [1].

The perspective assumed is transdisciplinary, according to the distinction claimed by some authors, regarding its difference from multi and interdisciplinary perspectives [2]; as it implies the use of a model having the organizational matter as basic but with a reciprocal influence on information knowledge about networks.

Network analysis, in the last few years, has undergone a hyperbolic development of digitization and the creation of sophisticated applications [3]. However, this development did not consider the change in organizational conditions in which the situations are analyzed and enormously implemented in the last decades with the complexity of networks [4].

In other words, the hypothesis is that the qualitative side of this evolution has been brought about by the evolution of the network analysis that does not consider the evolution of the networks themselves as products of organizations, their feedback regulations [5], or the myopia of individuals in considering network performances [6]. Consequently, the field of analysis to which we apply is not thought to have changed, while practitioners observe this phenomenon and recognize that it is progressing rapidly [7], in a parallel way with the implementation of transdisciplinary research process [8].

The qualitative aspects of this evolution are striking compared to the quantitative aspects derived from the hyperbolic growth of parameters and indices used to measure the performance of networks. This evolution foreshadows not a simple adaptation of the reference models but a real phase shift [9].

This last step, still in progress [10], represents the limit of the complexification of models built to interpret situations and prepares for the next advancement by exceeding the threshold between two different phases and collapsing pre-existing models in favor of a newer, simpler model [11].

With the organizational evolution, this cycle of simplification that increasingly moves toward complexification and vice-versa, represents the organizational engine of the evolution of the analyzed social and corporate entities, according to the Kuhn hypothesis on scientific revolutions [12, 13].

Far from providing a definitive answer, this chapter represents an invitation to orient research toward the analysis of the evolution of information systems from an organizational viewpoint, considering strictly technical parameters, and broadening the consideration to organizational aspects in a transdisciplinary approach [14].

Different approaches were devised to give a transdisciplinary perspective to the theme of network analysis, already extensively treated in a traditional key. One of these, considered appropriate, is to define the general reference model for which to carry out the analysis [15].

In the specific case, the network analysis can be referred to as a model to which various interacting aspects refer, ranging from the classification of the types of networks to the simplification/complexification cycles of production processes, attention paid to details or to the general framework, and definition of intrinsic/extrinsic quality to end up in the control area that the network structure is able to express (**Figure 1**).
