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).
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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.
| Type: | Article |
|---|---|
| Title: | Why Employees Who Work Across Silos Get Burned Out |
| Publisher version: | https://hbr.org/2024/05/why-employees-who-work-acr... |
| Language: | English |
| Additional information: | This version is the author accepted manuscript. For information on re-use, please refer to the publisher’s terms and conditions. |
| UCL classification: | UCL UCL > Provost and Vice Provost Offices > UCL BEAMS UCL > Provost and Vice Provost Offices > UCL BEAMS > Faculty of Engineering Science UCL > Provost and Vice Provost Offices > UCL BEAMS > Faculty of Engineering Science > UCL School of Management |
| URI: | https://discovery.ucl.ac.uk/id/eprint/10192519 |
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