Autor: Jörg von Garrel

Based on theoretical-empirical findings presented in the article "Technology Acceptance of Robotic Process Automation (RPA) (Part 1)", this article presents the results of an empirical study on the acceptance of robotic process automation (RPA) using structural equation modeling. This survey was conducted in a finance department of the business unit "Smart Infrastructure - Digital Grid" of a global technology company distributed throughout Germany.

This article aims to develop a model for the acceptance of RPA technologies based on the presentation of the state-of-the-art. The model is the basis of an empirical study on the acceptance of robot-assisted process automation (RPA) at a global technology company. The results of this study are presented in a corresponding publication "An Empirical Analysis of Technology Acceptance of Robotic Process Automation (RPA) (Part 2)".

Change processes in industrial manufacturing have spurred an intensified dissemination of business models based on “classic operator models” in the capital goods industry in recent years. Such industrial operator models (IOM) are characterized by their redistribution of responsibilities among suppliers and consumers aimed at expanding suppliers’ responsibilities from merely providing capital goods to financing and operating them as well. Providers are increasingly becoming project sponsors and being compelled assume a substantial share of the responsibility (and thus ultimately the risk too) for complex, long-range and occasionally high investment projects. Structured examination of and deliberations on IOM are extremely important before a supplier assumes the role of a project sponsor.

Although German planning service providers have specialized know-how in the field of factory planning, their size and insufficient resources limit their options to provide their services internationally. The formation of networks represents an outstanding opportunity for SME to bundle their competencies to become active in international markets. In order to support this process, this article identifies opportunities for bundling systems from the perspective of providers and describes potential network configurations. In addition, it introduces measures and actions intended to support planning service providers when they implement their services internationally in a network.

Processes of profound change are taking place in industrial manufacturing and the service sector, both nationally and internationally. If they are to be or remain competitive, enterprises must be able to adapt and evolve. These new demands are creating particular potentials for planning service providers to apply and offer their know-how as a service worldwide. Above all, the opportunity resulting from supplying services for the complete factory life cycle can be used to develop new customers and markets. Strategic marketing also enables a network of SME to carry out projects worldwide.