In this study, nonprofit organizations (NPOs) in New Zealand were surveyed to explore influences on adoption and use of information and communication technologies (ICTs). We sought to extend existing research by considering "institutional" influences alongside organizational and environmental features and by examining how institutional forces affect optimal use of ICTs. Findings suggest that NPOs adopting and using ICTs tended to be self-perceived leaders or those who scanned the environment and emulated leaders and tended to have organizational decisionmakers with the expertise to enable adoption and use. Furthermore, optimal fit of ICTs tended to be spurred by institutional forces if accompanied by self-perceived leadership and appropriate organizational resources. Implications for practice and theory are explored. (Contains 4 notes and 9 tables.)