TY  - INPR
TI  - Why Employees Who Work Across Silos Get Burned Out
PB  - Harvard Business Review
Y1  - 2024/05/13/
N1  - This version is the author accepted manuscript. For information on re-use, please refer to the publisher?s terms and conditions.
ID  - discovery10192519
JF  - Harvard Business Review
A1  - Quintane, Eric
A1  - Lee, Sunny
A1  - Lee, Jung Won
A1  - Ruiz, Camila UmaƱa
A1  - Kilduff, Martin
UR  - https://hbr.org/2024/05/why-employees-who-work-across-silos-get-burned-out
SN  - 0017-8012
N2  - When employees collaborate across silos, there are numerous benefits for organizations. But the employees who do this critical work ? also known as boundary spanners or network brokers ? may end up overwhelmed, burned out, and can even develop abusive behavior toward their fellow employees. Research shows why this can happen, and suggests three key strategies companies can use to mitigate any negative effects: strategically integrating cross-silo collaboration into formal roles, providing adequate resources, and developing check-in mechanisms and opportunities to disengage.
AV  - restricted
ER  -