Dana Weinberg

Director, Master’s Program in Data Analytics and Applied Social Research
Web Site


At the heart of my research is a question about work, workers, and organizational performance, namely how does the way work is managed and designed affect workers and performance? I maintain an active research agenda in healthcare, examining these issues in both hospitals and long-term care facilities like nursing homes. My research crosses multiple levels within organizations – executive leadership, middle management and supervisors, and frontline workers and patients – and also multiple levels of analysis – organizations, departments within them, and individual workers and clients. I use both qualitative and quantitative methods and work with a variety of data, including ethnographic data, focus groups, interviews, surveys, archival data, and administrative data. While I continue to maintain an active research agenda in healthcare, I have also seized an opportunity to expand my intellectual underpinnings to  the publishing industry. With the onset of digital publishing and the opportunities that digitization has for the publication, promotion, sale, and distribution of books, authors, like the nurses I first studied in Code Green, are frontline workers in the midst of a quickly changing industry. I am studying the changing organization of the publishing industry and the implications for writers and for readers.


Organizations; Work and Occupations; Health Care and Medical Sociology; Science, Technology, and Society


Weinberg, Dana Beth, Ariel Avgar, Noreen Sugrue, Dianne Cooney-Miner. 2013. “The Importance of  a High-Performance Work Environment in Hospitals.” Health Services Research 48(1):319-332.

Weinberg, Dana Beth, Dianne Cooney-Miner, Jennifer N. Perloff, 2012. “Analyzing the Relationship Between Nursing Education and Patient Outcomes.” Journal of Nursing Regulation 3(2):4-10.

 Weinberg, Dana Beth, Dianne Cooney-Miner, Jennifer Perloff, Lynn Babington, and Ariel Avgar. 2011. “Building Collabarative Capacity: Promoting Interdisciplinary Teamwork in the Absence of Teams.” Medical Care 49(8):716-723.

Weinberg, Dana Beth, Dianne Cooney-Miner, Jennifer N. Perloff, and Michael Bourgoin. 2011. “The Gap Between Education Preferences and Hiring Practices.” Nursing Management. 42(9):23-28.

Weinberg, Dana Beth, Dianne Cooney-Miner, and Leetal Rivlin. 2009. “’It Depends: Medical and Surgical Residents’ Perspectives on Collaboration and Coordination with Nurses.” American Journal of Nursing 109(7):34-43.

Weinberg, Dana Beth, R. William Lusenhop, Jody Hoffer Gittell, and Cori Kautz. 2007.“Coordination Between Formal Providers and Informal Caregivers.” Health Care Management Review 32(2):1-10.

Weinberg, Dana Beth, Jody Hoffer Gittell, R. William Lusenop, Cori Kautz, and John Wright. 2007. “Beyond Our Walls: Impact of Patient and Provider Coordination Across the Continuum on Surgical Outcomes.” Health Services Research 42(1):7-24.

Weinberg, Dana Beth.  2003. Code Green: Money-Driven Hospitals and the Dismantling of Nursing.  Ithaca: Cornell University Press, ILR.


BA, Brandeis University, 1995
MA, Harvard University, 1998
PhD, Harvard University, 2000


Office: Powdermaker Hall 335
Tel: (718) 997-5210
Email: dana.weinberg@qc.cuny.edu