# An Organizational Perspective on Robotic Process Automation Adoption and Usage Factors
## 1 Introduction
### Literature Review  
This literature review describes the characteristics of RPA and its potential contributions and addresses the two most influential theoretical frameworks for IT innovation adoption at the organizational level, DOI and TOE. Currently, there is a great propensity to automate repetitive tasks with the aim of reducing human error and costs and improving response time [7]. This trend, in turn, implies new business processes [8] that may benefit from automation. There are several differences between RPA and other forms of automation, emphasizing the need to develop an integrated model to analyze the use of RPA. According to [9], RPA becomes a viable option to consider when the objective is driven by cost reduction, quality improvement, and efficiency. RPA can provide contributions in terms of (i) operational efficiency through cost reduction [10]; (ii) service quality, possible due to the reduction in the rate of human error [11]; (iii) ease of implementation and integration, allowing the transfer of information between various systems [12]; and (iv) risk and reliability management, inherent to the standardization of procedures, since it is possible to identify deviations in processes with greater transparency [1], as illustrated in Figure 1.  
The increase in operational efficiency results from the reduction of time, cost, and human resources, as well as the reduction of manual work and workload, being noticeable in the reduction of process cycle time, task handling, waiting time [18], and errors caused by incorrect data entry and failed steps, among other human errors [19]. Compared to conventional back-end integration processes, RPA is comparatively simpler, more cost-effective to implement, configure, and maintain, and offers greater intuitiveness for users [20]. RPA replicates work processed by humans, uses user interfaces, and is integrated into the infrastructure of existing systems [21]. RPA reduces risk and increases reliability by monitoring the activities of human beings, triggering alerts whenever actions are performed that do not adhere to predefined rules [22]. The purpose of this investigation is to analyze the propensity to adopt and use RPA from an organizational perspective, with the unit of analysis being the organization. To study the use of RPA in organizations, theoretical support is needed to explain how innovations are adopted and used by organizations [23]. The two most prominent theoretical models of IT innovation adoption at the organizational level are the DOI (Diffusion of Innovation) theory proposed by [24] (first edition published in 1962) and the TOE proposed by [16]. The first emphasizes the characteristics of innovation, the second focuses on the context of innovation. Both were found to be significant in previous adoption studies [13]. Based on this theoretical basis and previous research with an organizational RPA perspective [5; 6], we intend to determine the antecedents of the use of RPA. The DOI theory attributes the organizational use of an innovation to its organizational attributes and characteristics. The authors of [24] propose five main characteristics: (i) Relative Advantage--innovation produces benefits for the organization; (ii) Compatibility--the innovation is compatible with the existing organization; (iii) Complexity--the degree of difficulty in using the innovation; (iv) Observability--the results of using the innovation are visible; and (v) Trialability--possibility for the innovation to be tried. According to [15], the most  
Figure 1: RPA Potential Contributions. Source: [1; 3; 10; 11; 12; 13; 14; 15; 16; 17; 18; 19; 20; 21; 22]. important and noteworthy characteristics are the initial three, that is, Relative Advantage, Compatibility, and Complexity. The TOE framework emerges as an important theoretical perspective for the study of contextual factors.