eprintid: 10192519 rev_number: 12 eprint_status: archive userid: 699 dir: disk0/10/19/25/19 datestamp: 2024-05-17 09:24:53 lastmod: 2024-05-17 13:58:57 status_changed: 2024-05-17 09:24:53 type: article metadata_visibility: show sword_depositor: 699 creators_name: Quintane, Eric creators_name: Lee, Sunny creators_name: Lee, Jung Won creators_name: Ruiz, Camila Umaña creators_name: Kilduff, Martin title: Why Employees Who Work Across Silos Get Burned Out ispublished: inpress divisions: UCL divisions: B04 divisions: C05 divisions: F49 note: This version is the author accepted manuscript. For information on re-use, please refer to the publisher’s terms and conditions. abstract: 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. date: 2024-05-13 date_type: published publisher: Harvard Business Review official_url: https://hbr.org/2024/05/why-employees-who-work-across-silos-get-burned-out full_text_type: other language: eng verified: verified_manual elements_id: 2276295 lyricists_name: Lee, Sun lyricists_id: SYLEE13 actors_name: Lee, Sun actors_id: SYLEE13 actors_role: owner full_text_status: restricted publication: Harvard Business Review issn: 0017-8012 citation: Quintane, Eric; Lee, Sunny; Lee, Jung Won; Ruiz, Camila Umaña; Kilduff, Martin; (2024) Why Employees Who Work Across Silos Get Burned Out. Harvard Business Review (In press). document_url: https://discovery.ucl.ac.uk/id/eprint/10192519/1/Quintane%20et%20al%20Why%20Employees%20Who%20Work%20Across%20Silos%20Get%20Burned%20Out%20HBR%20May%202024.pdf