In recent years, healthcare organizations in North America have
undergone major structural changes. As research indicates negative
impacts of mergers on patient outcomes and difficulties for the nursing
work group in particular, the present paper aims to answer calls for
more research about the long-term effects of major organizational change
on nursing professionals' well-being and professional practice. We used
an exploratory qualitative research design and interviewed 43 nursing
professionals in various roles, ranging from clinical nurses, nurse
practitioners, to head nurses and nursing advisors. Drawing on the job
demands-resources model and the person-environment fit theory, our data
analysis suggests that the merger has led to a global structural
disempowerment, with negative consequences for the nursing practice
environment and nurse retention.