Organizational Silos: A Scoping Review Informed by a Behavioral Perspective on Systems and Networks
Abstract
:1. Introduction
2. Organizational Silos: Barriers and Consequences
3. Materials and Methods
Example of the search strategy in PsycINFO: S1: silo*.mp. (743) S2: exp organizations/(114,398) S3: organi?ation*.mp. (325,202) S4: 2 or 3 (341,475) S5: 1 and 4 (210) S6: limit 5 to peer reviewed journal (128) |
3.1. Inclusion and Exclusion Criteria
3.2. Search Results and Analysis
4. Results
4.1. Descriptive Findings
4.2. Empirical Findings
5. Discussion
5.1. Definitions and Methods
5.2. Properties and Consequences
5.3. Limitations and Suggestions for Further Research
6. Conclusions
Author Contributions
Funding
Acknowledgments
Conflicts of Interest
Appendix A
Search ID | Search Terms | Search Options | Results |
---|---|---|---|
S1 | (DE “SILOS”) OR (DE “SILO mentality”) | Search modes—Boolean/Phrase | 485 |
S2 | TI (silos OR siloes OR silo OR siloed OR siloing OR silo-ing) OR AB (silos OR siloes OR silo OR siloed OR siloing OR silo-ing) OR KW (silos OR siloes OR silo OR siloed OR siloing OR silo-ing) OR SU (silos OR siloes OR silo OR siloed OR siloing OR silo-ing) | Search modes—Boolean/Phrase | 4221 |
S3 | S1 OR S2 | Search modes—Boolean/Phrase | 4221 |
S4 | DE “ORGANIZATION” OR DE “ORGANIZATIONAL centralization” OR DE “ORGANIZATIONAL change” OR DE “ORGANIZATIONAL effectiveness” OR DE “ORGANIZATIONAL response” OR DE “ORGANIZATIONAL structure” OR DE “ORGANIZATIONAL ecology” OR DE “ORGANIZATIONAL research” OR DE “ORGANIZATIONAL sociology” | Search modes—Boolean/Phrase | 31,507 |
S5 | TI (organi?ation*) OR AB (organi?ation*) OR KW (organi?ation*) OR SU (organi?ation*) | Search modes—Boolean/Phrase | 831,605 |
S6 | S4 OR S5 | Search modes—Boolean/Phrase | 831,605 |
S7 | S3 AND S6 | Search modes—Boolean/Phrase | 429 |
S8 | S3 AND S6 | Limiters—Scholarly (Peer Reviewed) Journals Search modes—Boolean/Phrase | 340 |
S9 | S3 AND S6 | Limiters—Scholarly (Peer Reviewed) Journals Search modes—Boolean/Phrase | 327 |
S10 | S3 AND S6 | Limiters—Scholarly (Peer Reviewed) Journals Search modes—Boolean/Phrase | 327 |
Search ID | Search Terms | Search Options | Results |
---|---|---|---|
S1 | DE “SILO mentality” | Search modes—Boolean/Phrase | 38 |
S2 | TI (silos OR siloes OR silo OR siloed OR siloing OR silo-ing) OR AB (silos OR siloes OR silo OR siloed OR siloing OR silo-ing) OR KW (silos OR siloes OR silo OR siloed OR siloing OR silo-ing) OR SU (silos OR siloes OR silo OR siloed OR siloing OR silo-ing) | Search modes—Boolean/Phrase | 3326 |
S3 | S1 OR S2 | Search modes—Boolean/Phrase | 3326 |
S4 | DE “ORGANIZATION” OR DE “ORGANIZATIONAL centralization” OR DE “ORGANIZATIONAL change” OR DE “ORGANIZATIONAL effectiveness” OR DE “ORGANIZATIONAL response” OR DE “ORGANIZATIONAL structure” OR DE “ORGANIZATIONAL research” OR DE “ORGANIZATIONAL sociology” | Search modes—Boolean/Phrase | 84,116 |
S5 | TI (organi?ation*) OR AB (organi?ation*) OR KW (organi?ation*) OR SU (organi?ation*) | Search modes—Boolean/Phrase | 882,714 |
S6 | S4 OR S5 | Search modes—Boolean/Phrase | 882,714 |
S7 | S3 AND S6 | Search modes—Boolean/Phrase | 701 |
S8 | S3 AND S6 | Limiters—Scholarly (Peer Reviewed) Journals Search modes—Boolean/Phrase | 286 |
S9 | S3 AND S6 | Limiters—Scholarly (Peer Reviewed) Journals Search modes—Boolean/Phrase | 266 |
1 | (TITLE-ABS-KEY (silos OR siloes OR silo OR siloed OR siloing OR silo-ing) AND TITLE-ABS-KEY (organi?ation*)) AND (LIMIT-TO (DOCTYPE, “ar”) OR LIMIT-TO (DOCTYPE, “re”)) AND (LIMIT-TO (LANGUAGE, “English”)) | 829 |
#3 | TOPIC: (silos OR siloes OR silo OR siloed OR siloing OR silo-ing) AND TOPIC: (organi?ation*) Refined by: DOCUMENT TYPES: (ARTICLE OR REVIEW) AND LANGUAGES: (ENGLISH) Indexes=SCI_EXPANDED, SSCI, A%HCI, ESCI Timespan=All years | 427 |
#2 | TOPIC: (silos OR siloes OR silo OR siloed OR siloing OR silo-ing) AND TOPIC: (organi?ation*) Refined by: DOCUMENT TYPES: (ARTICLE OR REVIEW) Indexes=SCI_EXPANDED, SSCI, A%HCI, ESCI Timespan=All years | 438 |
#1 | TOPIC: (silos OR siloes OR silo OR siloed OR siloing OR silo-ing) AND TOPIC: (organi?ation*) Indexes=SCI_EXPANDED, SSCI, A%HCI, ESCI Timespan=All years | 462 |
Appendix B
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Author(s), Year | County | Sector | Article Type | Definition | Aims | Factor | Reported Consequences | Type/value of Consequences |
---|---|---|---|---|---|---|---|---|
Aaker, 2008 | USA | Cross-sectors | Theoretical | Silos as units/departments | Silos issues and solutions for marketing | Environmental (structure) | Secondary relevance | Incentive |
Baird, 2013 | USA | Water industry | Theoretical | Silos as units/departments | Break down silos and save costs | Cognitive (process) | Primary relevance | Benefits |
Bannister, 2001 | Ireland | Civil Service | Theoretical | Broad definition | Dismantling silos in public administration | Environmental (structure) and cognitive (process) | Secondary relevance, group | Risk avoidance, short-term political benefits |
Bates and Atkins, 2017 | USA | Manufacturing | Empirical (applied) | Functional silos | Design cultural change from silos to “pipes” | Environmental (structure) | Primary relevance, individual | Reward, praise |
Bathurst and Galloway, 2018 | New Zealand | Food | Theoretical | Silos as units/departments | Explore invitational discourse o elicit interaction across silos | Cognitive (process) | Primary relevance, individual | Support, reinforce, constraint, blame |
Briody and Erickson, 2014 | USA | Cross-sectors | Empirical (applied) | Silos as units/departments | Explore and overcome silos | Environmental (structure) | Primary relevance | Reward, evidence of benefit |
Buchman et al., 2018 | Canada | Health | Empirical (applied) | Broad definition | Bridging silos for integrated care | Behavioral (function) | Secondary relevance; individual | Motivators |
Bundred, 2006 | UK | Public sector | Theoretical | Knowledge silos | Share knowledge across the public sector | Cognitive (process) | Primary relevance; individual | Reward, praise |
Casciaro et al., 2019 | North America | Cross-sectors | Theoretical | Silos as units/departments | Breaking down silos to prioritize horizontal collaboration | Environmental (structure) | Primary relevance; individual | Aversive control, endorsement |
Cromity and de Stricker, 2011 | North America | Cross-sectors | Theoretical | Broad definition | Review primary technical and behavioral barriers hindering the use of collaborative technology | Cognitive (process) and behavioral (function) | Primary relevance; individual | Reward systems, evidence of benefit, social reinforcers |
De Waal et al., 2019 | UK, Netherlands, Belgium, China | Cross-sectors | Empirical (applied) | Silos as units/departments and functional silos | Increase performance by busting silo mentality | Cognitive (process) | Primary relevance; individual and group | Reward |
Dell, 2005 | USA | Water industry | Theoretical | Silos as units/departments | Remove barriers to performance | Environmental (structure) | Primary relevance; individual, group | Reward |
Doerr and Kang, 2015 | USA | Public sector | Theoretical | Silos as units/departments | Investigate cross-domain solutions to for breaking silos and collaboration | Environmental (structure) | Secondary relevance; group | Incentives |
Forsten-Astikaienen et al., 2017 | Finland | Energy | Empirical (interpretative) | Silos as units/departments and functional silos | Avoid harmful outcomes of silos with competence management | Behavioral (function) and environmental (structure) | Secondary relevance; individual and group | Aversive control, endorsement |
Fralicx, 2012 | USA | Health | Theoretical | Functional silos | Break down silos between financial and clinical leaders | Cognitive (process) | Primary relevance; group | Reward, feedback |
Gyrd-Jones et al., 2013 | Australia, UK, Denmark | Food | Empirical (interpretative) | Functional silos | Explore the impact of silos on brand orientation | Behavioral (function) | No relevance | - |
Hallowell and Turiso, 2009 | USA | Health | Theoretical | Technology silos | Break down IT silos to improve customer experience | Environmental (structure) | Primary relevance; group | Timely payment |
Hemon et al., 2019 | France, Ireland | IT | Empirical (interpretative) | Functional silos | Remove functional silos through DevOps | Behavioral (function) | Primary relevance; individual | Feedback |
Hwang and Krackhardt, 2020 | USA | Consulting | Empirical (applied) | Knowledge silos | Online knowledge community in sustaining knowledge silos | Cognitive (process) | Primary relevance | Support, social reinforcers, reputation, incentives |
Kowalski, 2017 | USA | (Education) Libraries | Theoretical | Silos as units/departments | Breaking down silo walls across library departments | Cognitive (process) | Primary relevance; individual and group | Uncertainty avoidance, evidence of benefit, praise |
Kreindler et al., 2012 | Canada | Health | Theoretical (review) | Broad definition | Review of social identity approach to overcoming silos | Environmental (structure) | Primary relevance; individual | Reward, sanction, social acceptance, power, resources |
Lank et al., 2008 | USA; UK | Cross-sectors | Empirical (interpretative) | Silos as units/departments | Connect organizational silos through communities of practice | Environmental (structure) | Secondary relevance; group | Evidence of benefit, feedback |
Mace-Vadjunec et al., 2015 | USA | Health | Empirical (applied) | Silos as units/departments | Determine silo effects in employees’ common goals and communication | Cognitive (process) | Secondary relevance; individual | Incentives |
Marren et al., 2003 | USA | Health | Theoretical | Broad definition | Acknowledge silos as cultural obstacles to health quality | Environmental (structure) | Primary relevance, individual and group | Financial reward, peer review, retaliation, social status, malpractice avoidance |
McAdam, 2001 | UK | Cross-sectors | Empirical (interpretative) | Functional silos | Determine the role of process benchmarking on silos | Cognitive (process) | Secondary relevance | Risk avoidance, reward, recognition |
Miller et al., 2010 | USA | Health | Empirical (applied) | Knowledge silos | Merge information silos in nursing-librarian collaboration | Cognitive (process) and behavioral (function) | Primary relevance | Rewards, incentives |
Mitchell et al., 2004 | Australia | Health | Theoretical | Knowledge silos | Understand uniprofessional silos and interprofessional health care | Behavioral (function) | Secondary relevance, individual | Job satisfaction, threat to expertise, social status |
Mohamed et al., 2004 | USA | Not specified | Theoretical | Functional silos | Enhance cross-functional (team performance) | Cognitive (process) | Primary relevance, group | Reward, feedback, punishment |
Mohler, 2013 | USA | Health | Theoretical | Functional silos | Foster collaboration (i.e., integration) across clinical silos | Behavioral (function) | Secondary relevance, individual and group | Incentives, federal penalties |
Neill and Jiang, 2017 | USA | Cross-sectors | Empirical (applied) | Functional silos | Reduce functional silos through corporate communication | Behavioral (function) | Secondary relevance | Reward and coercion |
Oksanen-Ylikoski and Yiloski, 2015 | Finland | Education | Empirical (applied) | Knowledge silos | Break silos to build a co-learning innovation environment | Environmental (structure) | Secondary relevance, individual | Immediate rewards, praise, joy, evidence of benefit |
Overton, 2017 | Germany | Pharma | Theoretical | Silos as units/departments | Break down silo mentality in drug development | Cognitive (process) | No relevance | - |
Paquin et al., 2018 | Canada | Health | Empirical (applied) | Knowledge silos | Define leadership and merge interdisciplinary silos in crisis situations | Cognitive (process) | Secondary relevance, individual | Feedback, peer support |
Porck et al., 2020 | USA, Netherlands, Turkey | IT | Empirical (applied) | Functional silos | Understand what influences intergroup strategic consensus | Environmental (structure) and cognitive (process) | No relevance | - |
Scott and Hawkins, 2008 | UK | Health | Empirical (applied) | Broad definition | Explore the unintentional formation of internal functional barriers | Behavioral (function) | Secondary relevance, group | Limited resources |
Silvestro and Westley, 2002 | UK | Cross-sectors | Empirical (applied) | Functional silos | Explore operational changes from re-engineering companies’ process (cf. function) | Behavioral (function) and cognitive (process) | Secondary relevance | Reward |
Stoller et al., 2010 | USA | Health | Empirical (applied) | Silos as units/departments | Foster teamwork through team building and change management | Environmental (structure) | Primary Relevance, individual and group | Rewards and recognition, evidence of benefits |
Vatanpour et al., 2013 | Iran | Pharma | Theoretical | Broad definition | Investigate silo effects in integrate supply chain | Cognitive (process) | Secondary relevance; individual and group | Financial rewards, risk avoidance, social reinforcers |
Walton, 2019 | UK | Not specified | Theoretical | Silos as units/departments and functional silos | Use principles of information to design and organization change | Environmental (structure) and cognitive (process) | Secondary relevance; individual and group | Incentives, attention, selection pressure, short-term wins |
Wolak et al., 2012 | USA | Health | Empirical (applied) | Silos as units/departments | Break down departmental silos to improve healthcare | Environmental (structure) | Secondary relevance, group | Evidence of benefit |
Author(s), Year | Methods | Variables | Participants | Type of Findings | Reported Findings |
---|---|---|---|---|---|
Bates and Atkins, 2017 | Qualitative case-study | Leadership character, substance and styles | Manufacturing company | Silos bridging with positive outcomes | Reduced operational risk, fast delivery |
Briody and Erickson, 2014 | Three ethnographic studies | Robustness in the links of the value chain; relationship between customer preferences and practices on corporate strategy; ideas for improving program performance; positive and negative experiences of patient experience | Apparel managers, automotive employees, and hospital personnel | Additional variables to collaboration | Cross-silo collaboration associated with leadership buy-in, structural change, work practice change and evidence of benefit |
Buchman et al., 2018 | Mixed methods. Analysis of site-level administrative data, pre- and post-implementation surveys, interviews, and a cost-effectiveness evaluation using a matched cohort. | Confidence to initiate ACP (Advance Care Planning) conversations; use of palliative care tools; number of home care visits | Four cancer centers and four primary care practices | Silos bridging with positive outcomes | Improved health care quality to patients |
De Waal et al., 2019 | Survey | 35 silo-busting factors and techniques subgrouped along values; collaborative operating model; collaborative environment; leadership; reward and development, and collaboration results. Participants’ perceptions on the quality of collaboration and coordination in the organization | 11 large organizations | Silos busting with positive outcomes | Improved collaboration, internal strength |
Forsten-Astikaienen et al., 2017 | Qualitative case study | Participants’ experience cross three themes; self-interest behind silos; invisible walls, missing business understanding and “search for battering” rams (HR initiatives to overcome silos) | Energy sector company with international offices | Ineffective silos bridging | Maintenance of silos; agent of change (HR) as a siloed unit |
Gyrd_Jones et al., 2013 | Qualitative case study | Perceptions on silos relevant to brand strategy implementation, impact of those on the implementation and challenges in overcoming these silos | Senior managers from a large food-manufacturing company (c. 1000 employees) | Silos as hinderers to organizational outcomes | Failure of brand alignment |
Hemon et al., 2019 | Qualitative case study | Perceptions of changes in relation to soft and hard skills as a result of DevOp; quantitative analysis of the number of interactions across different roles | Senior managers from a large food-manufacturing company (c. 1000 employees) | Silos bridging with positive outcomes | Evolved collaboration, faster and better deliveries |
Hwang and Krackhardt, 2020 | Multiple networks analysis techniques | Network analysis of interaction on an online knowledge community and thereby investigating the existence of silos by geography and domain | Fortune 500 information technology company, global | Ineffective silos bridging | Domain and location herding tendency, increase of domain fragmentation |
Lank et al., 2008 | Multiple case studies | Connectivity in different governance forms; building of communities of practice | Four global organizations | Silos bridging with positive outcomes | Improvement of global knowledge flows; professionals support |
Mace-Vadjunec et al., 2015 | Survey | Perceptions of interdepartmental relationships | Trauma center | Silos as hinderers to organizational outcomes | Low assistance from indirectly related units |
McAdam, 2001 | Multiple case studies | Process, Benchmarking; interfaces; dynamic for change | 30 large organizations in the manufacturing and service sectors | Additional variables to collaboration | Progressive levels towards network-process development; benchmarking as key element |
Miller et al., 2010 | Description of workshops | Nursing-library communication; Information literacy | Librarians and nursing educators | Silos bridging with positive outcomes | Evolved collaboration, better application of literacy skills in nursing practice |
Neill and Jiang, 2017 | Basic interpretive study | Participants’ motivation and reasoning over communication strategies | 28 organizations with regional and global offices | Silos bridging with mixed outcomes | (+) Combined efforts, (−) encroachment, remained barriers, ownership conflicts |
Oksanen-Ylikoski and Yiloski, 2015 | Qualitative case study | Community borders; community culture; structures; leadership | Multi-sector education provider (700 staff, 10,000 students) | Silos bridging with mixed outcomes | (+) Meeting reinforcers at individual level, (−) organization as a silo, lack of leadership |
Paquin et al., 2017 | Basic interpretive study | Distributed role; aligning roles; alignment of expectations at level of experience; aligning expectations of personal and disciplinary attributes; coordinative leadership; formally designating a leader; spatial contexts and the alignment of sub-specialty perspectives | 27 physicians from three different specialties in pediatric centers | Additional variables to collaboration | Case predictability as a moderator for coordinated or task-based leadership for merging specialties |
Porck et al., 2020 | Mixed methods (human resources data, qualitative interviews and survey) | Group identification (GI) in an intergroup dyad; organizational identification (OI); intergroup strategic consensus (ISC) | Gas and electricity transportation company (large); Information and communications technology company (midsize) | Silos as hinderers to organizational outcomes | ISC negatively correlated with GI and positively correlated with OI for low levels of GI |
Scott and Hawkings, 2008 | Basic interpretive study | Perceptions of internal and external boundaries of effectively discharging patients | Medical and elderly care wards in an NHS Acute Trust | Silos as hinderers to organizational outcomes | Delays in discharges |
Silvestro and Westley, 2002 | Latitudinal case study | Organizational re-structuring; organizational culture; relations with customers and suppliers; intra-and inter-departmental communication; employee involvement and morale; product and service delivery; control and performance measurement systems; business performance | Electronics company Retail company | Silos bridging with mixed outcomes | (+) Improved market responsiveness, (−) transitory, decrease of efficiency, costly |
Stoller et al., 2010 | Series of meetings directed at developing a scorecard | Quality, risk management, and innovation; Service; Productivity and financial; Employee engagement | Respiratory therapy departments within a hospital | Silos bridging with positive outcomes | Sharing knowledge, cross-staffing, lower turnover |
Wolak et al., 2012 | Description of a multidisciplinary quality improvement initiative | Multidisciplinary approach in identifying and treating septic patients; rate in sepsis mortality | Multidisciplinary/multidepartment team at a non-profit healthcare system | Silos bridging with positive outcomes | Decrease in severe-septic mortality rates |
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Bento, F.; Tagliabue, M.; Lorenzo, F. Organizational Silos: A Scoping Review Informed by a Behavioral Perspective on Systems and Networks. Societies 2020, 10, 56. https://doi.org/10.3390/soc10030056
Bento F, Tagliabue M, Lorenzo F. Organizational Silos: A Scoping Review Informed by a Behavioral Perspective on Systems and Networks. Societies. 2020; 10(3):56. https://doi.org/10.3390/soc10030056
Chicago/Turabian StyleBento, Fabio, Marco Tagliabue, and Flora Lorenzo. 2020. "Organizational Silos: A Scoping Review Informed by a Behavioral Perspective on Systems and Networks" Societies 10, no. 3: 56. https://doi.org/10.3390/soc10030056