This paper examines the relationship between organizational culture and Information Systems (IS) adoption. Three major perspectives - integration, differentiation and fragmentation - for understanding the effect(s) of culture on IS adoption in organizations are reviewed. Using Cultural Theory to critique these three perspectives, it is argued that each perspective in isolation offers a restricted view of how culture impacts IS adoption. Instead, when the three perspectives are considered together they offer a more penetrating account. These arguments are illustrated using an in-depth case study of a Higher Education College (HEC) in the UK and its failed attempt to adopt a Virtual Learning Environment (VLE).