This paper explores the impact of the organisational context on adoptions of new imaging technology in hospitals in the USA. Organisational context is conceptualised as encompassing top managers' perceptions of the hospital strategic style, hospital resource availability, and information processing structure. The focus is kept on the interactive effects of perceived organisational variables on imaging technology adoption decisions. Results indicate that when hospitals follow domainoffence strategies and, at the same time, have abundant resources and highly interactive top management teams, adoptions of imaging innovations are greatest. Directions for future research and practical implications of study findings are discussed.