Health sector faces increasing pressure to provide quality service with limited budget. Adoption of innovative technology is a powerful solution to the problem. Technology adoption encompasses a range of inter-related complexity between technical, human and organizational factors involving multiple stakeholders. Different technologies may be adopted through different pathways in a specific healthcare system. There is not much empirical data and theoretic findings regarding how innovative technology is adopted in Norwegian specialist health care. Personalized Cancer Medicine (PCM) is an innovative technology transforming cancer patients’ care, which is currently adopted in Norway. PCM adoption represents a typical case for technology adoption in the Norwegian specialist health care and it is worth documenting and analyzing. We have conducted a descriptive and exploratory single qualitative case study about this contemporary project in its real-life context. Through conducting in-depth interviews with stakeholders, participating meetings/debates, and analysis of documents and scientific publications, we provide an in-depth longitudinal description of PCM adoption in Norway.In this thesis, we find evidence supporting that new technology adoption in healthcare is in response to both exogenous and endogenous stimulus and actions. The user perceived usefulness of this technology for resolving an important societal problem stays centrally for the possibility of adoption. The nature of the technology concerned and its intersecting with the specific local adoption system largely influence the adoption trajectory. Researchers with high entrepreneurial-orientation (EO) in healthcare system have an indispensable role in decision-making, strategy articulation and implementation as both managers and technology champion. A top-down, coordinated program with public fund can be an effective strategy for adoption of innovation towards a high-end use in the Norwegian decentralized healthcare system. Facilitators and barriers for PCM adoption are identified. This extensive descriptive information may be useful for portraying a rather complete picture to inform further managerial actions for PCM implementation.