Organizational culture (OC) was found to be a major critical factor for successful IS adoption, yet research on the effects of OC as a contextual factor in IS adoption at an individual level is limited. Research to date that has focused on the influence of OC on IS adoption, has specified OC as either moderator or antecedent to technology acceptance models or as an independent variable directly influencing the adoption decision. This has resulted in a multitude of models based on varying underlying assumptions on how OC influences adoption. As the results of previous research suggest, the influence of OC on technology adoption is more complex than previously assumed and calls for a more in-depth understanding of how OC influences IS adoption on an individual level. To refine the influence of OC on individual IS adoption, we applied a qualitative research approach. Our interviews suggest that cultural values influence individual IS adoption in multifaceted ways but to systematically differ in the underlying mechanisms. By relating our findings back to literature and theory, we developed three propositions to guide future research on how to model cultural values into IS adoption models.