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Actor-Network Theory Perspective of Robotic Process Automation Implementation in the Banking Sector

Actor-Network Theory Perspective of Robotic Process Automation Implementation in the Banking Sector

Tiko Iyamu, Nontobeko Mlambo
Copyright: © 2022 |Volume: 15 |Issue: 1 |Pages: 17
ISSN: 1935-570X|EISSN: 1935-5718|EISBN13: 9781683180289|DOI: 10.4018/IJITSA.304811
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MLA

Iyamu, Tiko, and Nontobeko Mlambo. "Actor-Network Theory Perspective of Robotic Process Automation Implementation in the Banking Sector." IJITSA vol.15, no.1 2022: pp.1-17. http://doi.org/10.4018/IJITSA.304811

APA

Iyamu, T. & Mlambo, N. (2022). Actor-Network Theory Perspective of Robotic Process Automation Implementation in the Banking Sector. International Journal of Information Technologies and Systems Approach (IJITSA), 15(1), 1-17. http://doi.org/10.4018/IJITSA.304811

Chicago

Iyamu, Tiko, and Nontobeko Mlambo. "Actor-Network Theory Perspective of Robotic Process Automation Implementation in the Banking Sector," International Journal of Information Technologies and Systems Approach (IJITSA) 15, no.1: 1-17. http://doi.org/10.4018/IJITSA.304811

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Abstract

Banking institutions are increasingly exploring ways of improving service delivery rather than the extreme focus and obsession of financial profitability. This has led to localising the internationality of solutions through the implementation (adoption and practice) of Robotic Process Automation (RPA), to advance service delivery. However, the uniqueness of environmental culture, and the critical roles of human actors increase challenges in some banking institutions. Consequently, the adoption of RPA poses a challenge, different from the many norms, which some banks encounter. In some institutions, this is fundamental and disruptive, and questionable to human development. This study explores the challenge by following the actors using the interpretivist approach, from actor-network theory perspective (ANT). From the analysis, five fundamental factors were found to be essential to banking institutions’ operations in their quest to implement RPA. The findings provide fresh perspectives and a mixed trajectory to the adoption of RPA, from the South African banking institutions’ context.

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