Abstract
Based on empirical studies of the role of key individuals in the processes of ten successful innovations in the US construction industry, this paper makes three principal arguments. First, effective leadership is essential for technological innovation - in particular in construction. Second, technological competence is an utmost prerequisite for effective leadership for construction innovation - regardless of the size of the firm. In other words, an entrepreneurial role as a technical champion in a small firm does not change even as the firm grows. Lastly, the role of technical champion can be delegated only with slack resources and adequate power. This paper also highlights conclusions and practical applications to increase technological innovation in design and construction firms.
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