Robotic Process Automation

Choudhary, Raj; Karmel, A.

doi:10.1007/978-981-16-6448-9_3

Cited by 3 publications

(5 citation statements)

References 9 publications

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“…This expertise allowed them to provide valuable insights into the challenges and opportunities associated with implementing RPA in the safety management of tall buildings. Moreover, their familiarity with relevant safety regulations and standards related to tall buildings enabled them to analyze the compliance requirements and identify potential barriers to RPA adoption [39,40]. Their expertise in risk management, process optimization, and change management further strengthened their ability to assess the barriers and propose effective solutions.…”

Section: Methodsmentioning

confidence: 99%

“…Most variables indeed have low loadings on other constructs, but there are a few outliers. For instance, variable C5 has a high loading (0.25 on the Regulation construct) and a low loading (0.177 on the Privacy construct), suggesting that it may capture both constructs [40,49]. This indicates that the items used in the research have strong discriminant validity since they can assess the targeted characteristics without overlapping considerably with other factors.…”

Section: Demographicsmentioning

confidence: 97%

“…The interviews gave more insight into the barriers to using RPA in the safety management of tall structures and underlined the need for stakeholder participation. The discussions also indicated the necessity of overcoming cultural hurdles to adoption, and the need for effective training and instruction on RPA technology [40,54]. Literature analysis and semi-structured interviews offered a full grasp of the issues and barriers to RPA deployment in tall building safety management.…”

Section: Identification Of Challengesmentioning

confidence: 99%

“…Resource, on the other hand, scores a dismal 39.348 in terms of performance. Technology ranks first because it has a 0.468 correlation coefficient with the dependent variable, suggesting its significance [40,48]. With a score of 0.259, privacy comes in at number two, behind only economical (0.343), regulatory (0.377), and resource considerations (0.246).…”

Section: Demographicsmentioning

confidence: 99%

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Assessment of Barriers to Robotics Process Automation (RPA) Implementation in Safety Management of Tall Buildings

et al. 2023

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Construction is dangerous, making safety management essential. Robotics process automation (RPA) can improve construction project risk management. RPA is hindered by several factors. This study examined the primary technical, economic, legal, privacy, and resource obstacles to RPA adoption for tall building safety management. The pilot survey comprised 161 Malaysian tall building specialists, while the full questionnaire poll included 231 experts. EFA and SEM analyzed the data. Technology, economics, legislation, privacy, and resources prevented RPA from managing tall building safety. Theoretical and empirical breakthroughs in construction safety management and RPA deployment prompted this inquiry. This study illuminates the main obstacles to employing RPA for tall building safety management. The results show where to spend time and money to eliminate the obstacles. The study’s management implications may benefit construction safety managers, project managers, and company owners. The findings may help the building industry plan RPA safety management in tall projects and overcome hurdles. This study contributes to construction safety management and RPA deployment theory by identifying and analyzing the main barriers to using RPA for safety management in high-rise buildings. This research can help solve the problems preventing RPA from being used in construction project safety management.

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Section: Methodsmentioning

confidence: 99%

Section: Demographicsmentioning

confidence: 97%

Section: Identification Of Challengesmentioning

confidence: 99%

Section: Demographicsmentioning

confidence: 99%

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Assessment of Barriers to Robotics Process Automation (RPA) Implementation in Safety Management of Tall Buildings

et al. 2023

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“…With a more distributed decision-making process, organizations can empower people to make decisions faster and more accurately utilizing the data available (De Mauro, Sestino & Bacconi, 2022;Sarker, 2022;Sousa, de Barros & Tavares, 2022). Businesses around the world are automating their processes to improve customer relationships, allowing them to respond faster and more efficiently, increasing customer satisfaction, and creating a competitive edge (Choudhary & Karmel, 2022;Itagi, et al, 2022;Sharma & Kumar, 2022).…”

Section: The Increasing Rise Of Artificial Intelligence For Businessmentioning

confidence: 99%

The End of Management Consulting as We Know it?

Sayyadi¹,

Collina²,

Provitera³

2023

Management Consulting Journal

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The management consulting business model requires new changes in this new era of disruptions. The typical management consulting business mode is based on consultants either training and developing or engaging in actual management consulting. Today, this has been combined due to operational risk management. The reason is that identifying problems and providing solutions to senior managers is not enough today - consultants need to also be able to offer and execute solutions. Artificial Intelligence (AI) has placed consultants in what is known as a dual role. In this article, we examine the challenges of the management consulting business model and provide an alternative way for large consulting companies and those medium to small organizations to re-emerge with sustenance. These challenges were found in our interviews with 81 senior management consultants at McKinsey & Company and Boston Consulting Group, Inc. in the United States, Australia, Hong Kong, and the United Arab Emirates.

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