This study addresses silo syndrome in the context of hotel businesses, examining its conceptual, structural, and managerial dimensions. Silo syndrome is an organizational problem that arises when units within an organization become inward-focused, thereby weakening communication and collaboration with other departments. This situation not only limits the flow of information but also leads to negative outcomes such as a lack of coordination, inefficient use of resources, deviation from common goals, and a loss of performance. Service production in hotel businesses is labor-intensive, and processes are continuous and multi-unit. For this reason, silo syndrome becomes more visible and impactful. The study emphasizes that the organizational structure of hotel businesses is mostly functional and hierarchical, particularly noting that mechanical structural characteristics are dominant in five-star hotels. While this structure provides advantages in standardization and control, it also restricts horizontal communication between departments and increases the risk of silos. Strict hierarchy, bureaucracy, a competitive organizational culture, lack of a shared vision, weak information sharing, trust issues, and high staff turnover are key determinants in the emergence of silo syndrome. The effects of silo syndrome are concentrated on performance, efficiency, service quality, innovation, customer loyalty, and organizational climate. Disconnections between departments weaken the holistic nature of the guest experience and also limit organizational learning. Negative behaviors such as employee silence, exclusion, and resistance to innovation are fostered. Therefore, common goals, open communication, trust-based relationships, knowledge management systems, a culture of collaboration, cross-departmental meetings, and project-based working models are critical for the prevention and management of silo syndrome. In conclusion, reducing silo tendencies is a strategic necessity for sustainable success in hotel businesses.