The sources, stages, and processes of organizational innovation in some of Taiwan's benchmarking companies in the service industry are discussed. Process-theory-based research methodology was used to analyze the characteristics of the innovation process to achieve a better understanding
of how and why innovations emerged, developed, grew, and terminated. The stage/process model was used to investigate organizational innovation (OI) processes and factors which affected processes. Conclusions were obtained chiefly through in-depth field studies and a retrospective cross-sectional
survey. Amabile's (1988) model was modified to account for differences between practices and theories. The research resulted in an organizational innovation process model that was divided into five stages, just as in Amabile's model; on the other hand, Amabile's (1988) model
was modified to account for differences between practice and theory during this study. The conclusions of this research may serve to broaden various perspectives of debate about individual, organizational, and environmental factors.