This review explores the recent literature on managing IT process innovation within organizations. From the various studies in this field, we examine three main approaches to managing IT process innovation - critical success factors (CSF), situated change, and strategic management via the resource based view (RBV) of the firm. The CSF approach emphasizes the importance of management support, team structure, network competence, and culture within IT process innovation. However, the CSF approach ignores the concept of emergent change within the IT process, and this is where the situated change approach is more useful. The situated change approach challenges the traditional CSF approach by showing the importance of incremental and frequent change within the IT process. Finally, the strategic management approach illustrates how innovation is managed through the RBV of the firm. The RBV of the firm proposes that organizations should develop their IS resources into strategic assets and capabilities to gain a competitive edge from the IT process.