Organizational transformation is increasingly experienced not as an isolated transition but as a sequence of overlapping restructurings, technological implementations, work redesigns, shifting priorities, and changing role expectations. This integrative review examines how such conditions may affect employee well-being by connecting evidence that is usually distributed across organizational-change, occupational-health, recovery, meaningful-work, identity, and work-design literatures. The review uses a transparent integrative approach combining longitudinal, multilevel, diary, qualitative, theoretical, meta-analytic, and methodological evidence while preserving differences in design and inferential strength. The synthesis identifies three employee-facing pathways through which continuing transformation may become consequential: cumulative demands and exhaustion, temporal disruption and impaired recovery, and threats to meaning or identity continuity. It further argues that these pathways cannot be understood solely as individual coping problems because workload configuration, change implementation, psychosocial conditions, work design, and organizational governance shape exposure and available resources. Evidence nevertheless remains heterogeneous. Change can be appraised as threatening or challenging, identity can be disrupted or preserved, and the consequences of intensified demands depend on occupational, temporal, and organizational conditions. The article therefore develops an integrative Transformation–Well-Being Process Framework as an organizing synthesis rather than a validated causal model. The framework redirects attention from discrete change events toward accumulation, recovery opportunities, meaning reconstruction, and structural responsibility while identifying the longitudinal, within-person, multilevel, and intervention evidence required for stronger tests.
