This paper examines the roles of three elements of intellectual capital in implementing process innovations. Building upon prior literature, we develop a model describing how worker expertise, information sharing quality, and psychological safety work together as elements of the human, structural, and social dimensions of intellectual capital to influence the technical success of manufacturing process innovation (MPI) projects. Results of an analysis of data describing 179 MPI projects in US firms strongly support a multidimensional, process-oriented view of intellectual capital's effects on MPI project technical performance. We also find that the incrementalness of an MPI project plays a moderating role over the relationship between worker expertise and MPI performance. Our study provides insights on how intellectual capital can be more effectively accumulated in a project environment.