Abstract
This paper finds that standardized work processes should be considered as a bundle of coordination mechanisms—plans and rules, objects, routines, roles and proximity—rather than a coordination mechanism of its own. The bundle builds the accountability, predictability and common understanding needed to coordinate. This implies that the coordination potential rests on those underlying coordination mechanisms, thereby lending theoretical insights to the traditional view on standardized work processes. The research builds on an in-depth, qualitative analysis of hospital care pathways.
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