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Innovations have become essential drivers of success for companies in most industries. However, innovative efforts often fail due to a lack of internal support. Past research has shown that internal resistance arises when employees perceive innovations as threatening the core of the organization, its identity. How employees can be led to identify with much innovations has remained largely unsolved. Drawing on organizational psychology, this study proposes a new conceptual framework which includes an in-depth understanding of employee identification with innovations, its identity-related antecedents and its consequences. The framework is tested by means of large-scale empirical studies among more than 150 members of a leading healthcare organization. Results indicate that the proposed framework has high explanatory power for employee identification with innovations, employee behaviours and the innovations’ success in the market. Based on these results, an innovation-identity toolkit is derived which enables executives to systematically pursue identification management and integrate it into their innovation management practice. Accordingly, the present book is relevant for both academics and managers in the fields of organizational behaviour and innovation management.