A question on how to successfully adopt and transfer innovation practices has received attention for a long time from both of the academic and industry circles. Best management practices tend to quickly diffuse throughout industries as management fads; however, very few companies have succeeded in embedding best practices into their organization and lead to competitive advantage. Previous studies have focused on the transfer process of a dominant best practice, and therefore there is deficit in the literature on how several different types of innovation practices interplay one another when they are adopted and embedded in an organization. This study explores the dynamic nature of innovation practices in the transfer processes based on longitudinal case studies of innovation practices having different purposes, characteristics, and adoption process in Posco. A research combining action research with case studies with ten innovation practices provide evidence that a innovation practice could follow one of the seven different metamorphosis types through the four of initiation, imitation, implementation, and integration of transfer processes: extinction, regeneration, downsizing, replication, spinning-off, grafting, and blending. The results of this case-based research also present findings that what drives innovation practices transfer and influences successfully embeddedness of best practices into an organization based on intra-organizational as well as institutional aspects. This study provides meaning implications for managers that successful transfer of innovation practices requires the understanding of the dynamic interplay of external influences such as isophormic pressure on best practices, socio-psychological aspects of management, and techno-economic institutional factors and internal aspects including an organization on innovation practices and selection of proper practices as well as an organization's absorptive capacity and persistence of innovation practices.