Highlights• A theoretical framework for the interaction between vertical and horizontal leadership in projects.• Builds on the Archer's morphogenetic cycle to model structure and agency for project leadership.• Identifies the recursive cycles of nomination, identification, selection, execution & governance, and transitioning.• Empirical evidence from 166 interviews and a range of industries.

A new framework to understand the technological innovation process Rajiv S. Narvekar Karuna Jain Article information:To cite this document:If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper seeks to provide a conceptual framework to understand the complex technological innovation process from a cognitive perspective. Design/methodology/approach -A cross-disciplinary literature survey from multiple academic disciplines such as business management, philosophy, and psychology coupled with professional experience was employed to conceive the framework. Findings -The framework can be a starting-point for researchers to initiate research in the design of technological innovation systems, change management and organizational restructuring.Research limitations/implications -The main limitation of this paper is that the framework has been qualitatively validated in two publicly held R&D intensive organizations in India. Practical implications -Senior managers from industry can initiate competence building using the managerial concepts employed in the framework. By leveraging the intellectual capital of the organization, intellectual property, including new products and processes, can be developed, which in turn improves business performance. Originality/value -This paper introduced a framework to describe the innovation process. Two new constructs are introduced to account for the complexity and the uncertainty in the innovation process.

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