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Open Access
Article
Publication date: 23 May 2024

Debora Jeske and Deborah Olson

This article summarizes practitioner observations on three research questions. First, the factors that lead to the emergence and persistence of such teams. Second, the…

Abstract

Purpose

This article summarizes practitioner observations on three research questions. First, the factors that lead to the emergence and persistence of such teams. Second, the repercussions of siloed teams. And third, practical suggestions and recommendations that practitioners can employ to prevent silo formation or address existing silos. This article thus complements recent academic work that has previously explored the formation of silos.

Design/methodology/approach

The authors used the input of current team leads from a focus group along with their consulting experience to explore these three research questions. The team lead input and consulting expertise are integrated with academic research on silos.

Findings

The emergence and persistence of silos was mostly attributed to company characteristics (size, growth and stakeholder management) as well as communication inefficiencies (lack of role clarity and ownership within teams), which in turn were impacted by situational variables (pandemic and turnover). The authors noted the effect of team composition effects, team competition and organizational changes (rapid growth and restructuring) as potential contributors to the formation and persistence of silos. The team lead experts and our consulting experiences were congruent with the literature focused on repercussions of silos, from poor information exchanges to inefficiencies, divisions and perceived isolation of teams from the organization. Solutions focused on project organization and documentation as well as the adoption of new decision-making tools and practices, and the creation of more exchange and learning opportunities. The authors added additional options to promote more visibility, appreciation, proactive monitoring within teams and organizational identification initiatives.

Originality/value

The current article adds a pragmatic perspective to silos and how organizations can address these when they become problematic and hinder performance and collaboration.

Details

Journal of Work-Applied Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2205-2062

Keywords

Book part
Publication date: 4 May 2021

Anindita Banerjee

An essential part of any customer experience management strategy is providing a seamless experience. One of the roadblocks, often a recurring barrier, is the presence of silos

Abstract

An essential part of any customer experience management strategy is providing a seamless experience. One of the roadblocks, often a recurring barrier, is the presence of silos. Many people see corporate silos as a function of the organisational structure. But that is only one part of the problem. Influencing siloed mindsets across the length and breadth of the organisation is probably a more significant challenge. The siloed structure and mindset together impact the culture of the organisation that, in turn, affects their quality of customer experience management. This chapter covers the essential aspects of understanding the meaning of silos, including a historical, cultural and organisational perspective on what creates silos. While silos are inevitable, their adverse consequences are not. This chapter provides directions on how to overcome the adverse aspects of silos, thereby enabling better management of customer experiences. Multiple examples, from a customer as well as an organisation point of view, are used to highlight this dimension. The chapter also covers the role of a leader in breaking a silo culture and enabling successful application of various strategies for customer experience management.

Article
Publication date: 5 October 2012

Kelley O'Reilly and David Paper

The purpose of this study is to explore the attitudes and beliefs of front‐line employees regarding how customer‐company interactions might be improved. Since front‐line employees…

3397

Abstract

Purpose

The purpose of this study is to explore the attitudes and beliefs of front‐line employees regarding how customer‐company interactions might be improved. Since front‐line employees are closely connected to customers, the resultant experiences and relationships with customers are highly dependent on their actions. However, little is written from the perspective of front‐line employees.

Design/methodology/approach

Using a qualitative approach and employing an adaptation of the grounded theory method, this study uses front‐line employee participants with data collection occurring over a six‐month period. A variety of data sources were used including open‐ended reciprocal interviews, member‐checking interviews, observation, and collection of participant and researcher artifacts.

Findings

Findings suggest that organizational changes initiated by management create strategically constructed silos that force implementation through people and systems to control and standardize the service interface and resultant customer experience(s). This reactive and inwardly focused construction of silos often serves company rather than customer needs and can result in deteriorating service levels based on the type of customer‐company interaction occurring.

Originality/value

Contrary to how most customer service processes are designed by management, not all customer‐company interactions are alike and vary both in regard to the degree of knowledge needed by front‐line employees to fully serve customers, and the routine or non‐routine nature of the interaction. A two‐by‐two matrix is presented to highlight the impacts of silos occurring for various interaction types.

Details

International Journal of Retail & Distribution Management, vol. 40 no. 11
Type: Research Article
ISSN: 0959-0552

Keywords

Article
Publication date: 19 March 2018

Michael McShane

This paper aims to investigate the evolution of enterprise risk management (ERM) out of fragmented disciplinary perspectives to provide a foundation for promoting…

4592

Abstract

Purpose

This paper aims to investigate the evolution of enterprise risk management (ERM) out of fragmented disciplinary perspectives to provide a foundation for promoting interdisciplinary research and proposes a design science approach for more effective ERM implementation in organizations.

Design/methodology/approach

This conceptual paper synthesizes ERM research and practice from multiple disciplines.

Findings

Corporate risk management concepts were born in academic finance and developed further in the finance subset known as risk management and insurance. With the advent of ERM, efforts must broaden beyond applying statistical models to quantifiable risks. Other disciplines have expanded ERM research by embracing techniques to investigate risk management practices to produce knowledge that integrates practice and theory. ERM is promoted as integrated risk management, yet silos still remain in both practice and research.

Originality/value

This study provides a foundation and a proposal for moving ERM past academic and organizational silos, which is necessary to achieve the ERM philosophy and increase organizational resilience. Understanding the evolution and fragmented nature of ERM research and practice provides a foundation for interdisciplinary cooperation necessary to achieve the holistic ERM philosophy. A next frontier is effective ERM implementation. This paper argues for an organizational design science approach for mitigating the resistance to change that confounds effective implementation of ERM in organizations facing an increasingly uncertain environment and outlines future research for applying the approach to implementing the ISO 31000 risk management process.

Details

The Journal of Risk Finance, vol. 19 no. 2
Type: Research Article
ISSN: 1526-5943

Keywords

Open Access
Article
Publication date: 30 March 2022

Dave Silberman, Rob E. Carpenter, Elena Cabrera and Jasmine Kernaleguen

This paper presents a viewpoint that considers the construction of ‘expertise’ as an impediment to successfully using cross-functional expertise in the organization. The…

1416

Abstract

Purpose

This paper presents a viewpoint that considers the construction of ‘expertise’ as an impediment to successfully using cross-functional expertise in the organization. The construction of expertise forms a bounded perspective that creates hidden impediments to success that culminate in organizational underachievement.

Design/methodology/approach

Experiential knowledge of the authors that incorporated 20 years of organizational management experience and extensive practice of hiring experts to progress organizational learning, knowledge, and development is the primary basis of this work.

Findings

A common misperception of ‘expertise’ relates to a limiting perspective on what expertise is? Organizations segregate expertise (silo) as a way of increasing functionality and division of labor in an organizational structure. However, organizational underachievement is not due to functional arrangement in the organization’s structure (which is a commonly held belief) rather a byproduct of a bounded perspective necessary to construct expertise.

Practical implications

Organizations who understand that the bounded perspective of expertise is the source constraining use of their acquired expertise gain insight to an actionable opportunity to rectify cross-functional restraints. Core elements are offered to minimize the impact of organizational silofication.

Originality/value

This paper is unique in that it introduces a bounded perspective as the source impeding the use of workplace expertise rather than functional placement.

Details

Development and Learning in Organizations: An International Journal, vol. 36 no. 6
Type: Research Article
ISSN: 1477-7282

Keywords

Article
Publication date: 4 June 2018

Ralph Bathurst and Chris Galloway

This paper aims to explore invitational discourse as a modality underpinning socially responsible enterprises seeking to become spiritually alert. This is carried out by focussing…

Abstract

Purpose

This paper aims to explore invitational discourse as a modality underpinning socially responsible enterprises seeking to become spiritually alert. This is carried out by focussing on a rich symbolic environment within which organizations operate.

Design/methodology/approach

This conceptual paper explores a fifteenth-century icon from the Russian Orthodox tradition to demonstrate how organizations might move from silo-based communication strategies to create open environments where information is shared. A case study of the global organization in crisis, the dairy cooperative Fonterra, is used as a case study.

Findings

Where organizations become invitational and go beyond blame to develop the two fundamental ethical qualities of forgiveness and generosity, they become more socially responsible.

Originality/value

The study takes a well-known artefact within one tradition and appropriates for a discussion about contemporary organizations as they seek to become more holistic and spiritually alert.

Details

Social Responsibility Journal, vol. 14 no. 2
Type: Research Article
ISSN: 1747-1117

Keywords

Article
Publication date: 9 May 2016

Gospel Onyema Oparaocha

This paper aims to contribute toward the extension and further development of the social exchange theory. It provides conceptual insights on social networks in geographically…

4878

Abstract

Purpose

This paper aims to contribute toward the extension and further development of the social exchange theory. It provides conceptual insights on social networks in geographically dispersed organizations, and how intra-organizational social interactions influence organizational behavior, employees relationship exchange inclination and innovation drive.

Design/methodology/approach

A thematic literature review method was used to conduct an extensive review of relevant literature.

Findings

Guided by the tenets of the social exchange theory, the authors’ analysis and discussions elucidate how intra-organizational social network architecture can be developed, supported and utilized to drive innovations in geographically dispersed organizations.

Research limitations/implications

A general limitation and perhaps also a strength of this type of conceptual paper is that it is a synthesis (thematic discursive analysis) of existing theory and published research. Thus, there are no primary empirical content. However, the issue of empirical evidence is nevertheless mediated by the fact that the discussions and argumentation process generate key propositions which could be validated in subsequent research endeavors. Also, the selection of relevant literature is restricted specifically to the topic of the study. The authors strived to ensure rigor through a robust and comprehensive literature review which was organized thematically according to all the key words in the main and sub-topics covered in Section 2.

Practical implications

The insights presented suggest that management should pay serious attention to organizational design – that is, not only from the conventional contractual obligations point of view, but rather, the increasing importance of social capital should also be given some priority when thinking of resilient ways to encourage collaborations and efficient knowledge management. In other words, intra-organizational social network architecture should be considered as organizational capability and utilized as a toolset for the SIHRM to harness knowledge flow and unleash innovation.

Social implications

As both bonding and bridging ties are not only critical for success of project teams but also intensify knowledge symmetry across different units of the organization, they are a major conduit for sustainable open innovation culture within organization. To develop competitive capabilities throughout the organization, it is important for the SIHRM to be involved in global networking, and as a network leader, the human resource management function must have an awareness of leading trends and developments in social networking. The ability to mobilize the appropriate resources and a sense of timing and context in implementing such architecture within the geographically spread organization is crucial.

Originality/value

The novel contribution of this paper is twofold. First, the study provides an implementable framework which scholars and practitioners could use to develop and test the actualization of an intra-organizational social network architecture in a geographically dispersed organization. Second, the study has provided some key propositions and a well-grounded direction for further research to inspire further development/extension of the social exchange theory.

Details

Journal of Knowledge Management, vol. 20 no. 3
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 25 January 2011

Seth Allcorn and Lynn Godkin

The purpose of this paper is to present a psychoanalytical approach to dealing with organizational inertia.

1691

Abstract

Purpose

The purpose of this paper is to present a psychoanalytical approach to dealing with organizational inertia.

Design/methodology/approach

The concept of organizational inertia is defined and factors contributing to insight inertia and action inertia are delineated.

Findings

It was found that applying psychoanalytically informed theory provides alternative insight into dealing with organizational inertia.

Originality/value

The paper illustrates how human nature influences the workplace in general and contributes to organizational inertia in particular.

Details

Competitiveness Review: An International Business Journal, vol. 21 no. 1
Type: Research Article
ISSN: 1059-5422

Keywords

Article
Publication date: 19 July 2013

Ilkka Lähteenmäki and Satu Nätti

Improving capability to generate value for customers is seen as a way to create a new competitive edge, but developing the related organisational capabilities involves facing…

2316

Abstract

Purpose

Improving capability to generate value for customers is seen as a way to create a new competitive edge, but developing the related organisational capabilities involves facing several obstacles that stem from the producer‐orientation of the retail‐banking business. This paper aims to focus on defining and describing those obstacles.

Design/methodology/approach

An in‐depth, qualitative single case study of a European retail bank was conducted.

Findings

A retail bank can find it challenging, first, to understand the deepest meaning and character of customer value and, second, to harness the organisational attributes to deliver that value. The main barriers lie in the strong producer‐oriented way of doing business, a lack of employee commitment, a strong product and sales orientation, a restrictive network, difficulties in seeing the profitability aspect of a new mindset, lack of conceptualisation and proper segmentation, and finally, silo‐style bank organisations.

Research limitations/implications

The research is focused on the retail‐banking industry, while the findings are transferable to other retail finance businesses.

Practical implications

Enhancing value creation may provide a competitive edge, but developing that edge means facing several obstacles, which may jeopardise the calculated positive return on investment. For management, understanding the value of the banking service in the customer's own context is critical.

Originality/value

Developing customer experience and value‐in‐use has been suggested as a good starting point for customer orientation. However, research on its implications for organisations and potential obstacles to implementation remains scarce. This paper offers a detailed view on the organisational development necessary to generate value‐in‐use in a retail‐banking context.

Details

International Journal of Bank Marketing, vol. 31 no. 5
Type: Research Article
ISSN: 0265-2323

Keywords

Article
Publication date: 10 April 2017

Tianyuan Feng, Lorne Cummings and Dale Tweedie

Integrated thinking is central to the International Integrated Reporting Council’s (IIRC’s) integrated reporting (IR) framework, which is in turn is related to a potential…

5205

Abstract

Purpose

Integrated thinking is central to the International Integrated Reporting Council’s (IIRC’s) integrated reporting (IR) framework, which is in turn is related to a potential resurgence of intellectual capital (IC) reporting. However, it remains unclear how key IR stakeholders understand this concept in theory or practice. The purpose of this paper is to explore how key stakeholders interpret integrated thinking; and how pilot organizations are applying integrated thinking in practice.

Design/methodology/approach

The study involved in-depth semi-structured interviews with key IR stakeholders in Australia, including two IR pilot organizations, one professional association, an accounting professional body, an accounting firm and two IIRC officials.

Findings

First, the IIRC has not fully defined and articulated the concept of integrated thinking, and there is no shared consensus among practitioners. Second, there is evidence of an evolving understanding of integrated thinking within practice. What remains unclear is how this understanding will develop over time.

Research limitations/implications

Since interviews were conducted with a relatively small sample of participants in Australia, the results may not be generalizable across different contexts. The study emphasizes the need to interpret carefully IR’s potential contribution to organizational practice through either reporting in general, or IC reporting in particular.

Originality/value

Despite the centrality of integrated thinking to IR, there has been limited research to date on the concept. Clarifying what integrated thinking means in practice can improve our understanding of a key IR concept, and can advance our understanding of IR’s potential to improve IC reporting and research.

Details

Journal of Intellectual Capital, vol. 18 no. 2
Type: Research Article
ISSN: 1469-1930

Keywords

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