Understanding what lies beneath the relationship between ISP and its implementation is an significant area of inquiry in the ISP research. Through an empirical analysis and complementary case examples the current study examines this relationship at six different university sites which undergone both of these processes years from 1995 to 2001. The face-to-face, in-depth interviews were conducted to those participated in both of these processes. A questionnaire survey was also conducted to same participants to elevate the quality of the validity and reliability of the measures. Due to the limitation of the access to the data, it was not possible to compare how similar the final implementation outcomes are from what was originally planned in ISP to some sites. However the study finds that such organizational factors as management support, communication, and organizational culture at the ISP play an important role in the implementation process. This paper proposes that these organizational factors although little they seem to directly affect each individual elements in the implementation process, its latent impact is critical as a whole.