Marlot Kuiper

70 Connective Routines the specific checklist routine in isolation from its context among other routines. For example, studies only report numbers on the self-registration of checklist use, and the few observational studies that have been conducted merely observed the performance of the specific checklist without taking other routines into consideration (e.g. Levy et al., 2012; Pickering et al., 2013; Rydenfält, Johansson, Odenrick, Åkerman, & Larsson, 2013). In this way, we only get to see if a specific checklist has been used, but not how other routines affected its performance. Secondly and adding to this, especially in complex professional healthcare settings, care delivery consists of a multiplicity of interdependent professional routines (e.g. patient handovers, anaesthetic routines, radiology meetings) that need to come together in the multidisciplinary team checklist routine. Put differently, surgical care is not only about coordinating a series of related routines within a subdiscipline, it is also about ongoing coordination with professional routines that shape the work in other subdisciplines such as anaesthesia. During the surgical routine, the surgeon draws on professional knowledge to continuously assess what has been done and what still needs to be performed, which involves ongoing coordination with other routines such as those in anaesthesia. The performance of such professional routines is thus highly interdependent and entails coordinating a series of connections with related routines (Hilligoss & Cohen, 2011). 3.2.3 Artefacts The third and final analytical focus is on the role of artefacts. In a recent special issue on routines in Organisation Studies , renewed attention was paid to the role of materiality in enacting routines (see Feldman et al. 2016). It has been widely acknowledged that artefacts – both as enablers or constrainers - play a key role in routines (Nelson andWinter 1982; Cohen et al. 1996; Becker et al. 2005; Feldman et al. 2016; D’Adderio 2008; 2011). Though, it remains largely unknown how these dynamics play out in practice (D’Adderio 2011). In recent years, emphasis in research on routines has been on agency. Now that researchers made significant progress by opening up the ‘black box’ of routines and unravelling the dynamics between ostensive and performative aspects, it is time to renew attention for the important role that artefacts play in shaping routines (ibid). The concept ‘artefact’ has been widely used in studies on routines and in Organisation Studies in a broader sense, but mostly with (slightly) different meanings and foci. I do not aim to provide an exhaustive typology here of what artefacts are. Rather, I focus on the different things that artefacts (can) do in