Abstract

The purpose of this study is to analyse the most important psychological factors that impact on the innovation process. In psychology, the determinants of innovation are usually considered at three levels: individual, group/team and organization. When it comes to individual factors, research indicates that the variables associated with innovation are to some extent intelligence, personality traits such as openness to experience, low agreeableness and conscientiousness, and intrinsic motivation. The factors discussed at team level are group norms underlying the organizational climate and the composition of the team, with a focus on group roles. At the organizational level, the main role in the innovation process is played by the appropriate leadership and organizational factors such as autonomy, and the level of workload. This very brief overview will only serve to familiarize readers without any knowledge of psychology with the complexity of the issues facing innovation in this field.

Key words: psychology, innovation process, individual, group, organization

Introduction

Innovation is a concept most often dealt with in the field of economics and the economy, usually considered a technological phenomenon, although the latest definitions also take social innovation into account. Nevertheless, the human factor and the role of psychology in this area are often marginalized or even ignored (Kożusznik, 2010). And yet the person plays a key role in the innovation process – s/he is the author of the concept, which s/he after several stages ultimately puts into effect, but also the person is often a major barrier and obstacle to the creation and implementation of innovative ideas. Therefore, the study of innovation, and the search for the factors determining it, as well as affecting it inhibitorally must be interdisciplinary and take psychological factors into account.

Innovation issues in psychology are often considered at three levels: (i) the individual and individual resources, such as defined personality traits and cognitive abilities; (ii) the group, especially in terms of its structure, composition, standards and atmosphere; and (iii) the organization, where special emphasis is placed on the working environment, the climate and organizational culture, and leadership (e.g. Kożusznik, 2010; Trompenaars, 2010; Patterson et al., 2009). In addition, job-level factors are discussed which relate to the contextual characteristics of the everyday work (job structure, tasks and resources) and their influence on employee motivation and innovative behaviours (Parzefall et al., 2008).