People have the power to make an innovation a success or a failure. Corporate decision makers act as both facilitators and barriers to the introduction of technologies into their organisations. Psychological factors clearly have an impact on their decisions and acceptance behaviours, but these have not been fully explored. Consequently, an understanding of these factors is essential for organisations who wish to accelerate technology adoption as well as for innovators who face numerous barriers when introducing their new products to the industrial market.

The upstream oil and gas (O&G) industry has been characterised as reluctant to adopt new technology. The analysis of three technology introduction case studies in the UK offshore O&G sector (including interviews with 22 personnel involved in developing and commercially buying new technology) confirmed the influence of 15 psychological factors on organisational technology adoption decision making. These have been organized into a framework (P-TAF) consisting of six categories of psychological constructs, namely: personality, attitudes, motivation, social, cognitive, and organisational factors. With further development, this preliminary framework can be used to develop interventions that support the successful technology uptake in O&G and in other sectors experiencing resistance to the introduction of new technology.

人们有能力使创新成功或失败。公司决策者既是组织引入技术的推动者，又是阻碍其发展的障碍。心理因素显然对其决定和接受行为有影响，但是这些因素尚未得到充分探讨。因此，对于希望加速技术采用的组织以及在将其新产品引入工业市场时面临众多障碍的创新者来说，对这些因素的理解至关重要。

上游石油和天然气（O＆G）行业的特点是不愿采用新技术。对英国近海O＆G部门的三项技术引进案例研究的分析（包括对22名参与开发和商业购买新技术的人员进行的采访）证实了15种心理因素对组织技术采用决策的影响。这些已被组织成一个框架（P-TAF），该框架包含六类心理构造，即：人格，态度，动机，社会，认知和组织因素。随着进一步的发展，该初步框架可用于开发干预措施，以支持O＆G和其他对引入新技术有抵抗力的行业中成功采用技术。