# An Organizational Perspective on Robotic Process Automation Adoption and Usage Factors
## 1 Introduction  
In order to achieve competitiveness, organizations tend to strive to improve the efficiency of their operations, with the need to reformulate their management, and, in this field, the emerging development of digital tools, especially Information Technologies (IT) is the key to achieving the efficiency improvement [1].  
Robotic Process Automation (RPA) integrates a Lightweight (Lightweight IT), defined by a focus on business objectives, ease of experimentation, and user-centered solutions. Typically, these are solutions that do not alter the core structure of systems, as they leverage existing system resources and user interfaces. It is a term generally used to describe commercially available front-end software associated with applications for mobile devices, sensors, and devices, also known as the Internet of Things [2] automation approach andemerges as a solution to automate commercial and operational processes, which involve extensive labor and the risk of human error [3]. Its implementation is feasible in various areas of business processes and aims to increase company productivity, reduce costs, and create value, increasing customer satisfaction and improving the company's competitiveness [4].  
The adoption of RPA in the corporate environment has grown in recent years; consequently, it is anticipated that companies' investment in this type of technology will follow the trend [4].  
Despite the vast potential of RPA, it remains necessary to demonstrate its viability, its strengths, and its value to the various stakeholders [5]. Based on quantifiable measures, according to [6], with RPA, the cost of full-time employees can be reduced between 20% and 50% and the cost of processing per transaction can be reduced between 30% and 60%.  
Previous studies on RPA have provided insights into its benefits, implementation process, and technical perspectives. However, we could not find a comprehensive study approach analyzing RPA adoption and usage which included organizational and strategic factors. Subsequently, there is a lack of knowledge regarding RPA adoption and usage from an organizational perspective, leaving a research gap. The potential of RPA to improve the performance of organizations recommends analyzing what assumptions or under what conditions organizations are most likely to adopt RPA. The article offers contributions for researchers and people who deal, in practice, with RPA. In the first case, it provides a validated model for estimating the organization's propensity for the adoption and usage of RPA, confirming the usefulness of the TOE (Technology Organization Environment) for organizational-level studies. The article is also an additional example of the combination of qualitative and quantitative approaches when conducting an investigation.  
The research question guiding this paper is: What are the main factors influencing organizations' decision to adopt and use RPA?  
This article is structured as follows: Section 1 provides the introduction and literature review, emphasizing the features of RPA and the theoretical framework, followed by the methodology, qualitative data analysis, the research model, and hypothesis in Section 2. The subsequent section, namely Section 3, describes the data and data analysis from the confirmatory study. This is followed by the discussion (Section 4). Finally, the conclusions, including limitations and implications of this research are presented (Section 5).