Innovation literature typically postulates a linear and institution-driven implementation process that leads to bifurcated outcomes (i.e., acceptance or rejection) of innovation. Adopting a grounded theory approach and a social constructionist perspective, we explore dynamic, interactive implementation processes unfolding over time; these processes generate divergent and often unexpected outcomes. The present qualitative analysis of 40 cases of innovation reveals that two competing forces shape the implementation process. As initiators of innovation implementation, top managers form a driving force and introduce various tactics to facilitate implementation. Resistors or individuals against innovation form a resisting force and organize various schemes to inhibit implementation. The relative strengths of driving and resisting forces lead to four different patterns of implementation, namely, implementation without change, modified implementation, minimal implementation, and implementation failure. Dynamic interactions between initiators and resistors shift implementation outcomes by changing the perceptions of followers with regard to innovation characteristics. The resulting theoretical framework highlights the political nature of innovation implementation and indicates the need to consider socioeconomic and sociopolitical dynamics involving multiple organizational actors.