Abstract
Background Oncology nursing combines sustained clinical intensity with substantial emotional labor. In emerging health systems, structural workforce constraints and organizational gaps can shape everyday practice conditions, with consequences for nurses’ well‐being, patient safety, and the continuity of services. Understanding how frontline oncology nurses work within and respond to these pressures is therefore important for strengthening workforce stability and the sustainability of oncology care. Aims To explore oncology nurses’ lived experiences and examine how systemic barriers influence everyday practice and workforce sustainability. Methods An exploratory qualitative study using in‐depth, semistructured interviews and reflexive thematic analysis was conducted in a single multidisciplinary surgical‐oncology department at a tertiary oncology center in Kazakhstan ( n = 14). Interviews lasted 20–40 min, were conducted in Kazakh, were transcribed verbatim, and were translated through forward and backward procedures before inductive analysis. The 14 interviews generated rich and detailed accounts that were sufficient to address the study aims. As analysis progressed, later interviews largely reinforced and deepened patterns that were already emerging rather than introducing substantially different insights. Throughout the analytical process, the research team discussed interpretations, reflected on how their own perspectives could shape the findings, maintained analytic notes, and documented key decisions to support a transparent and well‐grounded interpretation of the data. Results Six major themes were developed: (1) Patient‐Centered Care and Nurse–Patient Interaction, emphasizing trust, communication, and adherence to care standards; (2) Interprofessional Collaboration and Peer Support, highlighting teamwork and mentorship; (3) Workload Intensification and Work–Life Disruption, describing fatigue, burnout, and disruption of personal life; (4) Structural Constraints in the Work Environment, focusing on staffing, communication, and remuneration concerns; (5) Adaptive and Coping Strategies, encompassing resilience, skill development, emotional regulation, and peer support; and (6) Aspirations for Systemic Reform, reflecting nurses’ expectations for organizational change and a more sustainable work–life balance. Across the themes, participants consistently emphasized better staffing, clearer communication, and workplace reform as priorities for improving both care quality and staff well‐being. Conclusion The findings suggest that oncology nurses frequently compensate for workforce and organizational deficiencies through individual resilience and collective support. These responses may help sustain care in the short term, but professional adaptability cannot substitute indefinitely for adequate structural support. More sustainable oncology nursing practice requires investment in equitable staffing, reliable communication systems, meaningful opportunities for nurses to participate in organizational decision‐making, and workplace conditions that support professional well‐being while maintaining high‐quality patient care.