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Purpose: The purpose of this study is to examine how job demands and organizational support influence employee wellbeing in small construction companies in Sweden, using the Job Demands-Resources model as an analytical framework.

Method: A qualitative multiple case study based on ten semi-structured interviews conducted with employees from two small construction firms (fewer than 50 employees). Thematic analysis was used to interpret the data.

Conclusion: The study identifies an imbalance between high job demands and limited formal organizational support, which contributes to elevated stress and risk of burnout. While formal support is inconsistently implemented, informal peer support plays a critical role in buffering job stress. To promote a sustainable work environment, small construction firms should formalize feedback structures, support networks, and employee involvement initiatives. Aligning job demands with adequate resources, in accordance with the JD-R model, can improve well-being and organizational performance.