This paper investigates how university administration influences solidarity in collaborative research and impact generation. We understand solidarity as the main stratum that makes higher education institutions function, as not to be swamped by their own complexity. Through autoethnographic case study on research impact evidencing and generation from an administrative perspective, we analyse bureaucratic dynamics that hinder solidarity formation by using Michael Lipsky's Street-Level Bureaucrats framework. We uncover how procedural issues, language barriers, and network dynamics hinder solidarity formation. We argue that rigid adherence to bureaucratic protocols and insensitivity to academic realities disconnect administrators from academics, impeding collaboration. We emphasize the importance of personal motivations in fostering collaborative environments. Our findings underscore the need for a paradigm shift toward balancing community welfare and individual well-being within academic institutions. By acknowledging administrative system biases and fostering mutual respect, we can mitigate solidarity erosion and enhance collaborative research for societal benefit.