Increasing Collaboration Through Silo-busting: a Case Study

Abstract This study explores how the application of a silo-busting framework influences the actions an organization takes to improve internal collaboration, and identifies the contextual factors that shape its effectiveness. Addressing the persistent challenge of ‘silo working,’ where divisions operate independently, this research investigates the dynamics of implementing the framework in a rapidly growing family-owned company experiencing operational inefficiencies and collaboration issues. Using a single case study research design, including questionnaires, interviews, and network analysis, the study explores how the framework operates in practice and identifies contextual elements—such as leadership practices, cultural factors, and interdepartmental tensions—that influence its application. The findings refine theoretical insights into the mechanisms through which silos form and persist, advancing the ongoing development of the silo-busting framework. Recommendations include establishing collaboration as a core value, creating a structured framework for joint objectives, and tailoring leadership practices to enhance cross-functional cooperation. This research enhances the theoretical understanding of the mechanisms through which silos form and persist, contributing to the ongoing development of the silo-busting framework.