The Silo Lives! Analyzing Coordination and Communication in Multiunit Companie... - The Diigo Meta page

• 25 Aug 14
  

  hlroth

  Audience of one Audience of one

• 19 Jun 10
  

  David Wolf

  research communication innovation silos

• 08 Jan 09
  

  Stian Danenbarger

  A new Harvard Business School working paper looks inside the communications "black box" of a large company to understand who talks to whom, and finds the corporate silo as impenetrable as ever.

  collaboration communication silo information enterprise Harvard

• 20 Oct 08
  

  Little Wonder

  communication organizations boundary_spanning silos gender

• 16 Oct 08
  

  Stefan Kummas

  research email communication collaboration management silos

• 09 Oct 08
  

  Hutch Carpenter

  Although many companies aspire to promote easy interaction and coordination across departments, office locations, and pay scales, the "boundaryless" organization—like the paperless office—hasn't materialized.
  
  The corporate silo is alive and well.

  enterprise 2.0 enterprise2.0 adoption silos

• 

  Gosia Stergios

  Although many companies aspire to promote easy interaction and coordination across departments, office locations, and pay scales, the "boundaryless" organization—like the paperless office—hasn't materialized.

  collaboration innovation

• 25 Sep 08
  

  stanley stevens
• 23 Sep 08
  

  Bertrand Duperrin

  Although many companies aspire to promote easy interaction and coordination across departments, office locations, and pay scales, the "boundaryless" organization—like the paperless office—hasn't materialized.
  
  The corporate silo is alive and well.

  communication silos email management network interactions

  • "We were surprised by how little interaction occurs across three major boundaries: the strategic business unit, the organizational function, and the geographic office location," Stuart says.
  • In other words, people talk to the very same people they e-mail. As electronic collaboration technologies further develop, this may change. For now, e-mail interactions seem to reinforce human relations.
  • Our analysis indicates that two people who are in the same SBU, function, and office interact about 1,000 times more frequently than two people at the company who are in different business units, functions, and offices, but are otherwise similar. Practically speaking, this means that there is very little interaction across these boundaries.
  • We think this work will give insight into how individuals can plot the course for more successful careers and how firms can guide the career paths of their employees to create a better-connected social structure that will be better able to implement their strategies.

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