Eliminating Silos in Regionally Distributed Organizations to Encourage Knowledge Sharing
Abstract
This study explores silos and their effects on knowledge sharing in business. When a business has functional areas working in isolation, knowledge is not shared amongst the entire organization. This study uses secondary analysis research to explore how silos are created in business and how collaborative leadership has the ability to counteract the effects these silos have on knowledge sharing. The findings show the need for leadership to work toward creating a collaborative culture in which team members are empowered. Organizations, which implement a collaborative culture require leaders who are willing to empower other team members. The scope of this study is limited to a specific example from Michigan Office Solutions and further studies and application of collaborative leadership are needed to enhance contributions to the field as a whole.
