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New technologies are often introduced hoping to achieve cost reductions, efficiency improvements, and product/service quality increases. Early researchers have often focused on these hopes and how existing organizational design and function are shaped. However, recent researchers have started to explore why it is that when many of the currently emerging technologies are employed in practice, they can also bring unintended consequences to the workplace, even having the potential to fundamentally change how work is organized and coordinated. Making these new technologies work in practice thus presents a major challenge. These dynamics are especially prevalent, and important to study, in the healthcare context, traditionally organized functionally, i.e. around discipline-based specialization, but which is now largely being reorganized around multidisciplinary departments and teams. One important part of this reorganization is technological advancements, which have often been treated as if fulfilling promises to achieve increased and improved healthcare delivery, as long as these technologies are better and more expensive. However, as technologies are frequently not just integrated into existing and traditional practices or ways of working, but can also potentially challenge or disrupt work practices and coordination, more is required than simply having excellent properties built into these technologies, or individual brilliance or heroism, to make them doable in practice. This study further builds on and explores these insights and dynamics by adopting a longitudinal field-study, between 2015 and 2019, of both the introduction and use …