scholarly journals Psychological factors influencing technology adoption: A case study from the oil and gas industry

Technovation ◽  
2021 ◽  
pp. 102219
Author(s):  
Ruby Roberts ◽  
Rhona Flin ◽  
David Millar ◽  
Luca Corradi
Keyword(s):  
Technology Adoption ◽  
Psychological Factors ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Gas Industry ◽  
Factors Influencing

Accelerating Technology Adoption: A Benchmarking Study of Organisational Innovation Adoption Culture in Upstream Oil and Gas

2021 ◽  
Author(s):  
Ruby Roberts ◽  
Rhona Flin ◽  
Luca Corradi
Keyword(s):  
Technology Adoption ◽  
Psychological Factors ◽  
Oil And Gas ◽  
New Technology ◽  
Innovation Adoption ◽  
Oil And Gas Industry ◽  
Organisational Culture ◽  
Gas Industry ◽  
Organisational Innovation ◽  
Net Zero

Abstract Working towards a net zero future requires change and adaptation from us all. Innovation offers many potential solutions on how to successfully make that change within the oil and gas industry. Consequently, maximising the value that technological innovation presents is vital for delivering a sustainable net zero. Yet, the oil and gas industry has developed a reputation for being conservative and reluctant to adopt new technology, with companies sometimes referred to as "fast followers". In recent years, the industry has begun to change with an incremental increase in innovation activities. Despite these efforts, and a need to accelerate innovation, there appears to be a resistance to adopt new technology. Evidence from O&G industry bodies indicate that psychological factors play a key role in technology adoption; not surprisingly, as workers, managers, investors, and regulators can all have a powerful influence on an organisation's receptivity to new technology. Recent research has provided insight into the psychological factors that influence technology uptake decisions in the oil and gas industry. Through a series of studies, the psychological technology adoption framework (P-TAF) was developed which outlined the 15 key psychological factors that influence technology adoption decisions. These are organised into 6 categories: personality, attitudes, motivations, cognitive factors, social factors, and organisational level factors. The work emphasised the influence that overarching organisational culture can have on how people respond to and introduce technology within their company. Whilst technology readiness levels are commonly applied to start-ups and their innovations, less is known about the readiness culture which facilitates innovation uptake. To bridge this gap, a preliminary measure of organisational innovation adoption culture was developed as based upon the previous psychological research, empirical innovation measures, and organisational culture models. This was piloted as an online survey with 36 people working in the technology space in O&G in June 2020. These results were used to later refine the culture measure to develop a 33-item scale consisting of eight categories. This new measure was deployed as part of an industry benchmarking study of innovation adoption culture within O&G consisting of 82 managers from 12 companies and in December 2020. Participating organisations were given the opportunity to receive a snapshot of their technology adoption culture. An overview of the measure and a summary of survey results will be given during the presentation as well as recommendations on how to support an innovation adoption culture. A considerable volume of new technology needs to be developed and adopted to be able to reach net zero and understanding the psychological and cultural barriers is imperative to delivering that.

Value Co-Creation Practices in the Decommissioning of Offshore Platforms: A Case Study Approach

2021 ◽  
pp. 239496432110320
Author(s):  
Francesca Loia ◽  
Vincenzo Basile ◽  
Nancy Capobianco ◽  
Roberto Vona
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Future Research ◽  
Offshore Platforms ◽  
Gas Industry ◽  
Study Approach ◽  
Collaborative Interactions ◽  
Exploratory Approach ◽  
Italian Context

Over the years, value co-creation practices have become increasingly more important by supporting collaborative interactions and the achievement of sustainable and mutual competitive advantage between the ecosystem’ actors. In this direction, the oil and gas industry is proposing a sustainable re-use of offshore platforms based on value co-creation and resources exchange between the actors involved. According to this consideration, this work aims at re-reading the decommissioning of offshore platforms in the light of value co-creation practices, trying to capture the factors that governments and companies can leverage to pursue a sustainable development of local communities. To reach this goal, this work follows an exploratory approach by using, in particular, the case study. Specifically, one of the most notably projects in the Italian context have been chosen, the Paguro platform, in order to provide empirical insights into the nature of these value co-creation processes. Five value co-creation practices have been identified which highlight the importance of synergistic efforts of institutions, companies and technology-based platforms for improving the ability to co-create and capture value in the process of decommissioning. This exploratory work establishes a foundation for future research, and offers theoretical and managerial guidance in this increasingly important area.

Unlocking the Potential: Understanding the Psychological Factors That Influence Technology Adoption in the Upstream Oil and Gas Industry

SPE Journal ◽  
2019 ◽  
Vol 25 (01) ◽  
pp. 515-528
Author(s):  
Ruby Roberts ◽  
Rhona Flin
Keyword(s):  
Technology Adoption ◽  
Psychological Factors ◽  
Oil And Gas ◽  
New Technologies ◽  
New Technology ◽  
Oil And Gas Industry ◽  
Research Area ◽  
Organizational Level ◽  
Innovative Technology ◽  
Future Research

Summary To maximize the opportunities for the adoption of newly developed products, there is a need to better understand how psychological factors have an impact on the acceptance and deployment of innovative technology in industry. While there is extensive general literature on the psychological factors that influence consumer behavior and the use of new technologies, there seemed to be very limited understanding of this topic, specifically relating to the upstream energy sector. A literature review was conducted to (1) identify what, if any, research has been conducted in relation to the psychological factors influencing technology adoption and deployment in the oil and gas (O&G) industry and (2) identify what interventions have been developed to support technology adoption in O&G. A literature search was undertaken, and given the limited research anticipated, minimum selection criteria were applied on the basis of Cochrane quality control (Higgins and Green 2011). In the 17 articles that met the search criteria, there was limited discussion of the psychological factors that have an impact on O&G technology adoption. The articles were subject to Braun and Clarke (2006) thematic analysis, producing a list of psychological factors that influence technology adoption in O&G. Only five psychological factors were identified: personality (e.g., exploration traits and risk aversion), attitude (e.g., trust and not-invented-here syndrome), social (e.g., social norms), cognition (e.g., risk perception), and psychological factors at an organizational level (leadership and organizational culture). In addition, our review identified a small number of interventions that were developed and deployed to support technology adoption in O&G. Given the early stages of this research area, combined with the relevance for technology innovation in upstream O&G, our review adds to the literature by identifying an initial framework of the key psychological factors. This essential set of factors can be used to direct future research, as well as to support effective interventions aimed at supporting the introduction of new technology.

scholarly journals Strategic Thinking: Intelligent Opportunism and Emergent Strategy — The Case of Strategic Engineering Services

2016 ◽  
Vol 17 (1) ◽  
pp. 65-70 ◽  
Author(s):  
Steven Pattinson
Keyword(s):  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Strategic Thinking ◽  
Gas Industry ◽  
Covering System ◽  
Emergent Strategy ◽  
Engineering Company ◽  
Engineering Services ◽  
The Relationship

This case study focuses on strategic thinking and opportunistic approaches to business growth and diversification. It begins by examining the recent purchase of ‘Quickcover’, a remote-controlled sports pitch covering system, by engineering company Strategic Engineering Services and the company's current dilemma – whether to continue to develop this type of product, or sell it and concentrate on its existing engineering services business. In recent years, Strategic Engineering Services has moved away from traditional heavy engineering and diversified into related areas such as engineering services, oil and gas industry recruitment, plant and equipment hire, instrument calibration and project management. The case considers the relationship between strategic thinking and entrepreneurial approaches to opportunity recognition, exploring the concept of intelligent opportunism as an approach that enables entrepreneurs to develop emergent strategies and take advantage of new opportunities. It explores these concepts in the context of the current dilemma of Strategic Engineering Services.

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