Previous research show that social services generally apply an organizational specialization. However, its effects on social workers´ professional practice and work environment are inconclusive. The aim of this study is to examine how organizational specialization affects social workers´ professional practice and work environment. The study applied a qualitative research method which involved eight semi-structured interviews with social workers from four different units. The results were analyzed using sociotechnical systems theory, as well as key theories and concepts from New Public Management. The findings indicate that the organizational specialization led to both positive and negative effects. On the positive side, it improved collaboration between colleagues and different units, as well as made the work tasks clearer. However, it also posed challenges, such as barriers to cooperation and difficulties in working with clients´ complex and multifaceted needs. Paradoxically, the findings indicate that while organizational specialization led to some positive effects, many of these same effects were also worsened. However, whether the social workers´ experienced positive or negative consequences seemed to largely depend on the social workers´ unique perception. Thus, the findings point to a need for further research regarding organizational specialization in social services. There is a need to disclose further additional consequences to improve social workers´ professional practice and work environment.