| dc.description.abstract | Anxiety and depression are considered one of the main contributors to the burden of disease worldwide. In Norway, about half of the population suffers from mental health problems. The latter makes mental health illnesses one of the country’s most expensive health-related challenges, resulting in several direct and indirect consequences for both the individual and society. Despite psychotherapy and psychopharmacology, a substantial proportion of people suffering from mental health problems go untreated. The recognized obstacles in the current landscape are (1) individuals’ barriers to seeking help related to stigma, negative perception of psychiatric treatments, physical challenges, and (2) systemic barriers such as long waiting lists and staff shortage. In light of these developments and the occurrence of Covid-19, the adoption of technology in mental healthcare is increasingly viewed as a solution to (1) help overcome individuals’ barriers and (2) expand access to mental health treatments. However, albeit the growing evidence of digital psychotherapy’s clinical effectiveness, the journey from successful clinical results to successful organizational implementation is less travelled. The present study embodies a qualitative case study of how the Oslo-based Lovisenberg Community Mental Health Center implemented an externally developed digital psychotherapy service named Braive. Through exploring the relevant process in light of organizational innovation theories, this study aims to shed light on how organizational factors such as “management support”, “champion(s)”, and “innovation-values fit” influence the progressing implementation process. Through qualitative in-depth interviews with central actors involved in the local implementation process, this study provides insights on how the implementation of Braive has been and still is a dynamic process involving various organizational adjustments, challenges, and setbacks. Findings indicate that the combination of an early management commitment and advantageous external policy developments have been essential preconditions. Findings also show the importance of facilitating a climate for implementation that includes clearly stated goals and intentions, supportive implementation practices and policies, and a champion’s presence. | eng |