In the last two decades, increasing concern has been expressed about the ability (or inability) of various governmental agencies, service organizations, and manufacturing organizations to effectively perform their tasks. Psychologists have only recently become involved in researching issues concerning the adoption, implementation, and routinization of innovative programs for such organizations. Much of their research efforts have been guided by a desire to provide a true test of the modified Research Development and Diffusion (RD & D) model of producing organizational change. Much of this research, focusing on the Adoption Phase or the process of persuading organizations to adopt innovative ideas, has identified four major concerns: (1) the expense associated with program implementation; (2) changes in role or role relationships required by implementation; (3) degree to which organization members believe implementation will proceed smoothly; and (4) amount of support for the innovation from various organizational actors. Results of various studies of the Implementaton Phase and the concept of routinization suggest that the modified RD & D model is feasible as a means of bringing about large-scale organizational change. The findings suggest that future efforts must be longitudinally based, focusing on each phase of the change process. (PAS)