Building on the theories of organizational innovation and reconciling structural and procedural perspectives of organizational and managerial processes, this study assesses the impact of organizational innovation practices on organizational performance. An empirical study of more than 600 small and medium-sized enterprises (SMEs) from various industries was conducted to investigate the role of cross-functional teams, quality management systems, workplace organization and outsourcing, and external relationship management within sustainable innovation management strategies. Based on the empirical results, suggestions for further research and recommendations for SME leaders and practitioners are made. This study proposes insights that contribute to theoretical and practical discussions on promoting the systematic management of innovations in SMEs.