ReviewThe Malaysian journal of medical sciences : MJMS2025
The Impact of Organisational Changes on Teamwork in Healthcare: A Systematic Review.
Review in The Malaysian journal of medical sciences : MJMS, 2025. The graph could read no effect estimate from its abstract, so it casts no vote on the map. Not yet cited in PubMed.
What it found
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The abstract states no effect estimate the extractor could read, or names no intervention and outcome on the map, so this paper lights no cell and moves no belief. It is still indexed, cited and linked below.
The trial behind it
Trials whose registry record cites this paper, or whose number appears in the abstract. A trial that started after this paper was published is citing it as background, not reporting it.
Neither the registry nor the abstract names a trial number. If this is a trial report, that itself is worth knowing.
Who cites it
0 citing papers in PubMed.
No citing paper in PubMed yet.
Corrections and comments
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Authors and funding
3 authors.
Funding
No grant is acknowledged in the PubMed record.
Abstract
Healthcare organisations have to frequently undergo significant reforms, ranging from structural reforms to operational modifications, to address evolving challenges, such as an ageing population, technological advancements, and emerging diseases. These organisational changes significantly affect teamwork in healthcare, which is a critical component for ensuring patient safety, enhancing clinical performance, and maintaining staff satisfaction. The relationship between organisational changes and teamwork is ill-defined. PubMed, Scopus, ProQuest, and Web of Science (WOS) databases were searched for relevant literature on the impact of organisational changes on teamwork processes and outcomes in healthcare settings. Based on predefined selection criteria, 24 studies were considered suitable for inclusion; data from these studies were synthesised using thematic analysis. Three primary themes of organisational changes-organisational restructuring, operational changes, and adaptive response and capacity development-which affected team dynamics in various ways, were identified. Both planned and emergent changes produce mixed effects on teamwork; while planned changes are aimed at improving cooperation and efficiency and minimising negative impacts, they may inadvertently disrupt teamwork. In contrast, emergent changes can encourage resilience and adaptability within teams. Finally, the success of organisational changes in improving teamwork outcomes depends heavily on implementation strategies, contextual factors, and team characteristics. This review highlights the importance of employing established change management frameworks to address the complexities of organisational change. Further research, particularly from low- and middle-income countries, is essential to develop strategies and approaches for establishing effective healthcare teams in diverse settings.
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Registered trials
Read under generation 80e0d062 · epoch 390. Bibliography from PubMed, PubMed Central and OpenAlex; grants from NIH RePORTER; trial links from ClinicalTrials.gov; estimates, votes and beliefs from the OpenQuestion graph.