ArticleSocial science & medicine (1982)2022
The uneven consequences of rapid organizational change: COVID-19 and healthcare workers.
Article in Social science & medicine (1982), 2022. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Cited by 10 papers.
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Who cites it
10 citing papers in PubMed, 23 citations in OpenAlex.
- From exception to insight: a phenomenological study of quality managers' perspectives on the individual appeals in the National Healthcare Quality Program.Israel journal of health policy research · 2026Article
- Job insecurity and work passion among Central Sterile Supply Department nurses in the post-COVID-19 context.Frontiers in public health · 2026Article
- Developing a wellbeing framework for employees working from home within a South African government entity.Frontiers in psychology · 2026Article
- Forces to Be Reckoned with: Countervailing Powers and Physician Emotional Distress during COVID-19.Journal of health and social behavior · 2025Article
- Institutional inconsistencies and professionals' hidden institutional work in Russian pandemic-affected healthcare: The material dimension.Health (London, England : 1997) · 2025Article
- Defining the transition from new to normal: a qualitative investigation of the clinical change process.BMC health services research · 2024Article
- Defining the transition from new to normal: a qualitative investigation of the clinical change process.Research square · 2024Article
- Perspectives of Frontline Nurses Working in South Korea during the COVID-19 Pandemic: A Combined Method of Text Network Analysis and Summative Content Analysis.Journal of Korean Academy of Nursing · 2023Article
- The COVID-19 pandemic impact on the Polish medical personnel work: a survey and in-depth interviews study.Frontiers in public health · 2023Article
- Exploring the lived experiences of participants and facilitators of an online mindfulness program during COVID-19: a phenomenological study.Frontiers in public health · 2023Article
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Authors and funding
2 authors at 1 institution in 1 country.
Funding
No grant is acknowledged in the PubMed record.
Abstract
We examine the consequences of rapid organizational change on high and low-status healthcare workers (HCWs) during the COVID-19 pandemic. Drawing on 25 interviews, we found that rapid change can create a sense of social disorder by exacerbating the uncertainty brought on by the pandemic, crystallizing the lack of training to deal with crisis, and upending taken-for-granted roles and responsibilities in health infrastructures. Our work contributes to scholarship at the intersection of organizations, professions, and social studies of medicine. First, we show how organizations that must respond with rapidity, such as during a crisis, sets up workers for failure. Second, hastily made decisions can have monumental consequences in the work lives of HCWs, but with differences based on status. All HCWs had trouble with the rearrangement of tasks and roles. Low status HCWs were more likely to feel the strain of the lack of resources and direct contact with COVID-19 patients. High status HCWs were more likely to experience their autonomy undermined - in the organization and content of their work. In these contexts of rapid change, all HCWs experienced social disorder and a sense of inevitable failure, which obscured how organizations have perpetuated inequalities between high and low status workers.
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