The configuration of an organization—the evolving result of interplay between the organization's strategy, the environmental forces it experiences, and the organizational structure itself—has profound implications for the use of information and communication technology: if ICT is a tool, not an end in itself, it will not be leveraged with equal success (let alone the same purpose) in an entrepreneurial organization, a machine organization, a diversified organization, a professional organization, an innovative organization, a missionary organization, a political organization , or (ever more these days) a networked organization. Across these types but also in every individual organization within, ICT must satisfy pressing unmet needs (both felt and unfelt). (Of course, this does not apply to the most common infrastructure and applications, that one might now consider technological lingua franca.)

But, one might frame the question differently and refer instead to organizational culture: that is a company's basic personality, the essence of how its people think, interact, and work on a daily basis. Made of instinctive, repetitive habits and emotional responses, organizational culture determines how things are done and cannot be copied (or easily pinned down). Of course, there will be similarities across, say, entrepreneurial organizations, but dissimilarities are more likely to be the norm. So, not only must particularized internal factors be taken into account, such as leadership, organization, technology, etc., but the external factors that shape them should be the object of attention too.

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The Role of Interorganizational and Organizational Factors on the Decision Mode for Adoption of Interorganizational Systems

Wiley Publication

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https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4272843/