Innovation has been the industrial religion since the late twentieth century because business sees it as the key to increasing profits and market share. It often focuses on technology and processes. A recent study focused on process innovations, which are deliberate organizational attempts to change production and service processes. Innovations are often driven through total quality management (TQM), lean production, or just-in-time production (JIT). However, implementation of process innovations has often been found to have no effect on performance. These researchers suggest that successful adoption of process innovations requires attention to organizational culture and human behavior. Innovations and technological advances that fail to consider people and behavior may be doomed to fail. Therefore, organizations must support employee initiative while creating psychological safety for employees to take interpersonal risk. This longitudinal study was conducted in forty-seven mid-sized German companies. The authors were interested in seeing the effects of process innovations, in organizationally supportive and psychologically safe workplaces, on firm performance. They found that organizational support and psychological safety were positively related to return on assets and goal achievement. Thus, the study suggests that attention to behavior factors is important along with technical factors in implementing successful process innovations in organizations.