The purpose of this study was to investigate the relationship between university culture, organizational characteristics, and central IT systems adoption within two four-year public universities. A qualitative multi-case methodology was used to examine the influence of organizational cultures and characteristics on personal perceptions, actions, and interactions related to central IT systems adoption. Data was drawn from responses by Senior Operating Officers to a cultural assessment instrument, interviews describing perceptions of organizational culture, organizational characteristics, and central IT systems adoption. Relevant university documents were also reviewed. Cultural perceptions were plotted using Cameron & Quinn's Competing Values Framework. Cross-case analysis and causal network diagrams were used to examine data, discover patterns, document themes, and describe findings. Although multiple cultures were perceived by the Senior Operating Officers within each of the universities, the Hierarchy cultural type was perceived most often as the predominant organizational culture. Some perceived organizational cultures to coincide with formal university organizational units. Organizational characteristics were perceived to be influenced by past leadership, by organizational culture type, by beliefs not associated with any particular organizational culture type, and by the disregard, or circumvention of organizational beliefs, values, policies or procedures. Conclusions from this study suggest that organizational cultures within the two four-year public universities studied might encourage culture-specific organizational characteristics and that these characteristics might influence central IT systems adoption. Conclusions also suggest that these influential organizational characteristics need not be associated with the predominant organizational culture. Additionally, organizational cultures alone might not be responsible for all organizational characteristics exhibited. Organizational beliefs might be directly responsible for organizational characteristics. Finally, findings of Hierarchy as the predominant organizational culture in addition to some expression of Clan culture within both universities suggests that both universities exhibit an internal focus with little or no attention given to organizational differentiation and external positioning in a higher education market place. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://www.proquest.com/en-US/products/dissertations/individuals.shtml.]