Marlot Kuiper

254 Connective Routines 2015; Postma, Oldenhof & Putters, 2014). From this perspective, checklists can be considered the embodiment of mingled logics. This dissertation adds to current debates on the reconfiguration of professionalism, by offering an empirical analysis of how standards (reflecting an organisational logic) ‘work’ in a highly professional work domain. In order to do so, I needed an analytical toolkit. “What are organisational routines and how can they be used to study (professional) work and its standardization? (chapter 3) I have used theories on organisational routines to develop a research perspective to study standardization in professional work as a hybridization of logics. Over several decades, a considerable body of research has been built up around the idea that routines are a crucial part of how organisations accomplish their tasks (March and Simon 1958; Cyert and March 1963; Nelson and Winter 1982; Cohen et al. 1996). Routines are a way to structure work in organisations, by enabling and constraining interactions among organisational members. Routines contribute to stability across time in organisational work, help to socialize new organisational members, and reduce conflict about how work gets done and who has responsibility for what (Cohen & Bacdayan, 1996; Feldman, 2000; Feldman & Pentland, 2003). Organisational routines thus are a key component of everyday life in organisations. A contemporary perspective on organisational routines defines them as “recognizable, repetitive patterns of interdependent actions carried out by multiple actors”. The key assumption is that change in organisations does, or does not, happen in and through daily work practice. On the one hand, routines consist of abstract, generalized ideas of the routine, used to refer to a certain activity or justify what people do. These are the ostensive aspects. On the other hand, routines consist of “actual performances by specific people, at specific times, in specific places” (Feldman and Pentland 2003, p.94). These are the performative aspects. In other words, the ostensive dimension is the idea, the performative dimension is the behaviour. Thirdly, artefacts are identified as the material aspects that enable or constrain elements of routines. Artefacts can take on various different forms, such as written text, furniture or the physical setting. Many artefacts are representations of a certain rule to steer a routine, like a checklist.