A comprehensive model of the process of organizational innovation was developed by casting a sequential, five-stage model of the process against five broad sets of factors previously found to influence organizational innovation. Using the model, the relative importance of each set of factors within and across each stage of the process was assessed. The model was found to have high explanatory power; at the same time, areas badly in need of further research were identified. It is suggested that use of this model in future research would facilitate synthesis of knowledge about the process of organizational change. (Author)