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<p>While digital technologies often promise to speed up processes via “realtime”-data-generation, there is yet little insight on how they actually reconfigure temporalities in organizations: How can acceleration be realized, which preconditions need to be fulfilled, which side effects occur? The paper answers these questions by exploring blood gas analysis in an intensive care unit in Germany, drawing on ethnographic fieldwork of 14&#xa0;months. Acceleration is a&#xa0;fragile process that is made possible by the interaction of different socio-material constellations—nursing, software, routines, sample references. In the process, phases of unavailability also arise, in which the subsequent temporalities and rhythms of the organization are always considered and weighed against the possible acceleration gains in the present. In those situations, acceleration needs to be weighed against organizational rhythms. The study contributes to a&#xa0;differentiated view of organizational temporal changes along digitization, in which acceleration potential cannot be realized without human actors.</p>

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Wenn Beschleunigung das Uhrwerk trifft: Temporalitäten digitaler Technologien im Krankenhaus

  • 期刊论文

  • 出版模式：

    开放获取

  • 发表日期：

    2025年7月30日

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  • Justus Rahn

摘要

While digital technologies often promise to speed up processes via “realtime”-data-generation, there is yet little insight on how they actually reconfigure temporalities in organizations: How can acceleration be realized, which preconditions need to be fulfilled, which side effects occur? The paper answers these questions by exploring blood gas analysis in an intensive care unit in Germany, drawing on ethnographic fieldwork of 14 months. Acceleration is a fragile process that is made possible by the interaction of different socio-material constellations—nursing, software, routines, sample references. In the process, phases of unavailability also arise, in which the subsequent temporalities and rhythms of the organization are always considered and weighed against the possible acceleration gains in the present. In those situations, acceleration needs to be weighed against organizational rhythms. The study contributes to a differentiated view of organizational temporal changes along digitization, in which acceleration potential cannot be realized without human actors.