Abstract

This study seeks to contribute to the knowledge on how technological innovations are adopted and normalized within public healthcare settings, and what promotes or hinders the integration of new practices into routine organizational processes. The innovations refer to the range and extent to which digital artefacts are introduced across different organizational domains and functions within the public healthcare system. The Normalization Process Theory is used to understand the innovation adoption in the healthcare context. To gain an in- depth understanding of the adoption of technological innovations in public healthcare organizations, a multiple case study design was employed, and collected data were deductively analyzed based on the four generative mechanisms of the Normalization Process Theory: coherence, cognitive participation, collective action, and reflexive monitoring. The study concludes that successful normalization of technological innovations in public healthcare depends largely on addressing systemic and organizational barriers rather than focusing solely on the innovations themselves. Without aligning institutional structures, leadership, and learning processes, even well-designed innovations struggle to become part of routine practice.

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