Essec\Faculty\Model\Contribution {#2205
  #_index: "academ_contributions"
  #_id: "14859"
  #_source: array:26 [
    "id" => "14859"
    "slug" => "why-employees-who-work-across-silos-get-burned-out"
    "yearMonth" => "2024-05"
    "year" => "2024"
    "title" => "Why Employees Who Work Across Silos Get Burned Out"
    "description" => "LEE, J.W. (2024). Why Employees Who Work Across Silos Get Burned Out. <i>Harvard Business Review</i>, Digital Article."
    "authors" => array:1 [
      0 => array:3 [
        "name" => "LEE Jung Won"
        "bid" => "B00771318"
        "slug" => "lee-jung-won"
      ]
    ]
    "ouvrage" => ""
    "keywords" => array:3 [
      0 => "cross-functional tasks"
      1 => "burnout"
      2 => "organization"
    ]
    "updatedAt" => "2024-06-20 11:10:21"
    "publicationUrl" => "https://hbr.org/2024/05/why-employees-who-work-across-silos-get-burned-out"
    "publicationInfo" => array:3 [
      "pages" => ""
      "volume" => "Digital Article"
      "number" => ""
    ]
    "type" => array:2 [
      "fr" => "Articles"
      "en" => "Journal articles"
    ]
    "support_type" => array:2 [
      "fr" => "Revue scientifique"
      "en" => "Scientific journal"
    ]
    "countries" => array:2 [
      "fr" => null
      "en" => null
    ]
    "abstract" => array:2 [
      "fr" => "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."
      "en" => "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."
    ]
    "authors_fields" => array:2 [
      "fr" => "Management"
      "en" => "Management"
    ]
    "indexedAt" => "2024-07-16T07:22:04.000Z"
    "docTitle" => "Why Employees Who Work Across Silos Get Burned Out"
    "docSurtitle" => "Articles"
    "authorNames" => "<a href="/cv/lee-jung-won">LEE Jung Won</a>"
    "docDescription" => "<span class="document-property-authors">LEE Jung Won</span><br><span class="document-property-authors_fields">Management</span> | <span class="document-property-year">2024</span>"
    "keywordList" => "<a href="#">cross-functional tasks</a>, <a href="#">burnout</a>, <a href="#">organization</a>"
    "docPreview" => "<b>Why Employees Who Work Across Silos Get Burned Out</b><br><span>2024-05 | Articles </span>"
    "docType" => "research"
    "publicationLink" => "<a href="https://hbr.org/2024/05/why-employees-who-work-across-silos-get-burned-out" target="_blank">Why Employees Who Work Across Silos Get Burned Out</a>"
  ]
  +lang: "fr"
  +"_type": "_doc"
  +"_score": 8.771215
  +"parent": null
}