<p>Organizational competitiveness in today’s digital landscape increasingly relies on effective Information and Communication Technology (ICT) adoption. External factors such as regulatory frameworks, economic conditions, geopolitical influences, market dynamics, technological characteristics, globalization, and socio-cultural trends critically shape adoption processes and outcomes. However, literature offers limited insight into how these factors interact with organizational readiness and strategy. This study addresses this gap through a literature review methodology and nineteen case studies across diverse industries, identifying seven critical external drivers: legal and regulatory compliance, market dynamics, technological characteristics, economic conditions, globalization, socio-cultural trends, and geopolitical influences. These drivers are examined via three theoretical lenses: the Unified Theory of Acceptance and Use of Technology (UTAUT), Organizational Innovation Adoption Theory, and Fit-Viability Theory. The analysis highlights successful ICT implementations (e.g., Google, Toyota, Starbucks) alongside cases of failure under adverse conditions (e.g., Uber’s exit from Denmark, Huawei’s trade restrictions, Nokia’s decline), showing that adoption success depends on the alignment of external drivers with organizational capabilities and strategic fit. A conceptual framework synthesizes these insights, linking external factors, theoretical perspectives, adoption processes, and organizational outcomes. The study provides practical strategies for optimizing external conditions such as adapting to regulatory changes, leveraging economic opportunities, and aligning with cultural trends to enhance competitiveness and sustainability. By integrating recent literature, offering counterexamples, and proposing a holistic framework, the research advances understanding of ICT adoption in dynamic environments and outlines directions for future research.</p>