Critical success factors for implementing robotic process automation in the hotel industry

Abstract

This qualitative study aims to investigate the critical success factors (CSFs) driving the adoption of robotic process automation (RPA) in the hotel industry, uncovering the essential drivers behind effective implementation. Based on interviews conducted in Pakistan and China, thematic analysis was performed with the support of NVivo 14 software to systematically identify and categorize the main facilitators and barriers of RPA adoption in the hotel industry within these two national contexts. Pre-implementation highlights defined goals, process identification, and stakeholder alignment; implementation emphasizes a dedicated project team, process standardization, and a detailed project plan; post-implementation stresses continuous monitoring, performance metrics, and ongoing training. The study raises awareness among practitioners and policymakers, providing novel and context-specific insights for RPA implementation in hotels.

Introduction

Hospitality is a competitive industry where customer needs continue to change¹. In order to deal with such change needs and maintain their competitive advantage, hotels have focused on adopting new procedures through reengineering processes and management². One such innovative practice is robotic process automation (RPA), an emerging practice adopted by businesses in the last few years^3,4. RPA is a new technology that allows organizations to automate administrative tasks that are characterized by process repetition by running scripts, so-called “bots”, that replicate step-by-step interaction with desktop or web-based applications⁵. It enables imitation of human behavior on IT systems by recording application user interfaces to facilitate data input, data processing, and user interactions, thus making repeats of a number of activities automatic⁶. RPA is different from conventional information technology systems in that it enables its bots to recognize and engage with the screen just like human users, making use of devices such as a keyboard and mouse to interact⁷.

Application of RPA is prevalent in hospitality, including front office management, inventory management, financials, and back office operations^8,9. Successful deployment of RPA enhances the efficiency of the business process, thereby assisting the organization in realizing its strategic objectives and enhancing employees’ productivity¹⁰. Through the automation of repetitive tasks, RPA enables employees to perform more significant tasks, which has the potential to raise their job satisfaction levels⁸. In addition, it enhances customers’ experiences since it enables employees to concentrate on delivering improved service¹¹. Despite the considerable advantages presented by RPA within the hospitality sector, its deployment and acceptance encounter various challenges such as insufficient technological infrastructure, elevated costs, a deficiency in skills and technical expertise, resistance from employees, and a perceived absence of return on investment^8,12–15. Recognizing potential barriers, it is important to identify the critical success factors (CSFs) that drive RPA adoption in the hotel industry.

Despite the increasing popularity of RPA in domains such as supply chain¹⁶, finance^17,18, and manufacturing^13,19, its adoption has not been thoroughly addressed in the hotel industry. Existing literature offers limited insight into how RPA is implemented in hospitality settings⁸, where service complexity and human interaction play a critical role. In particular, there is a lack of empirical studies that explore the CSFs for RPA adoption in hotels. This gap is even more evident in emerging markets like Pakistan and China, where institutional, technological, and cultural conditions may shape the adoption process in distinctive ways. To address this gap, this study aims to identify CSFs for RPA adoption in hotels across two distinct contexts, China and Pakistan, thereby contributing to a more context-sensitive understanding of technology implementation in global hospitality operations. The findings of this study will add to the growing body of knowledge regarding the implementation of RPA in the hotel industry and offer useful advice to lodging establishments looking to improve their operations using this technology. The primary question of the study is the following:

RQ: As staff perceive, what CSFs drive RPA adoption within the hotel industry across its implementation stages?

To the best of the authors’ knowledge, no previous study has offered an interpretive framework that addresses the primary CSFs for RPA adoption across the various stages of implementation in the hotel industry. This research is important for several reasons. Firstly, it fills in a significant gap in the body of knowledge regarding RPA adoption in the hotel industry by providing a targeted analysis of a niche with special operational opportunities and constraints. Secondly, hotel managers will be able to better traverse the challenges of RPA adoption with the support of the research’s actionable insights. In conclusion, this study’s strategic framework might be a useful resource for hotels that want to use RPA to boost productivity, improve customer experience, and obtain a competitive edge in a market that is becoming increasingly reliant on technology.

This paper unfolds as follows: Section “Literature review” addresses the existing body of literature. Section “Methodology” depicts the main methodological approach used in the study. Section “Analysis” provides the analysis. Section “Discussion” details the discussion, while Section “Conclusion” concludes the paper, outlining potential research directions.

Literature review

RPA overview

RPA is defined as “the software configuration to do the work previously done by people”²⁰. RPA primarily works by engaging with the user interface of existing applications, detecting screen elements, and executing actions for users without the need for specific coding or XPath references²¹. This technology is therefore suitable for standardized and repetitive tasks that operate under specific business rules, are time-intensive, and demand user interaction with a system’s interface²². This capability enables RPA to automate human-like tasks with minimal system changes, positioning it as a ‘digital workforce’ that frees up human resources for more strategic work”⁷. Software robots are key to RPA’s ability to eliminate human involvement in repetitive tasks³.

Software robots are generally classified into two types: attended and unattended. Attended automation is a basic form of RPA applied in call centers, where agents carry out tasks like retrieving information during customer interactions⁶. It runs on the user’s computer, triggered manually, and acts as a personal assistant by handling daily repetitive tasks in response to user input rather than a fixed schedule¹⁰. Unattended bots, in contrast, are robots that work automatically without human interference and are suitable for running deterministic processes for which execution paths are predetermined and modifiable, even their exceptions⁵. This automation mechanism, commonly applied to back-office business processes, can be initiated by, for example, an incoming invoice from a customer⁶. As such, organizations can adopt an attended bot or an unattended bot, or a combination of both, in which attended bots are overseen by human supervision and the unattended bots are better suited for stable and high-volume tasks³.

Comparison with existing methods of automation

Various types of automation systems are used by enterprises to automate and streamline the complex work processes²³. To get a clearer perspective on where RPA differs from those other forms of existing automation, like Enterprise Resource Planning (ERP), Business Process Management Systems (BPMS), and workflow management systems (WfMSs). Two general systems that are frequently used are BPMS, which is an applications suite that enables the modeling, execution, monitoring, and management of the business process²³, and ERP which is a software system that drives the business process and manages the core business processes in an organization in real-time and state of the art technology²⁴. WfMSs, however, coordinate and allocate tasks amongst the various stages associated with the execution of business processes²⁵.

In contrast to BPMS, ERP and WfMSs, when users integrate systems, redesign a process, and sequence tasks in a structured way^23,25,26, RPA performs at the user interface level through the mimicry of human actions across diverse existing applications in place but without any change in the primary systems²⁷. RPA is thus an adaptable and low-cost choice for automating rule-based routine tasks and involves multiple software systems²⁴. While BPMS and WfMSs automate end-to-end processes with multiple participants, RPA tools are most suitable to automate small end-to-end tasks, such as invoicing and record entry⁵. RPA bridges human work and automation, particularly if human intervention and BPMS integration are too expensive or take too much time to be relied upon productively¹⁰. Furthermore, RPA acts as a layer to supplement such systems by dealing with exceptions and gap cases (not catered to during automation), enabling operational flexibility²⁸.

Drivers and barriers to RPA adoption

The key drivers are essential to ensure the adoption and use of innovative applications or systems²⁹. There are several critical factors that contribute to the successful implementation of RPA. One of these is the ability of RPA to improve process efficiency and accuracy by minimizing errors and performing tasks quickly using bots³⁰. As being scalable and adjusted to the increasing workload without the proportionally rising labour costs³¹, RPA technologies support companies in their effective expansion and quick response to dynamically changing requirements with no with no significant overhead³². Moreover, RPA can lower operational costs since they automate manual procedures, reducing requirement of exposing human intervention²⁷. Thus, the labor cost of the organization will become relatively less expensive, and these resources may then be reinvested for other strategically important work³³. In addition, RPA also contributes to better customer experiences as it allows employees to focus on providing quality services by automating repetitive tasks^11,34.

Although there are many advantages to RPA, it also presents certain challenges. Proper technical support is needed for the successful adoption of RPA³⁵. Nonetheless, an inefficient and complicated IT environment prevents the implementation of RPA, as time and knowledge-intensive workarounds and macros due to split-level and individual programming are too hidden to be taken up¹³. Another important issue is the high initial RPA technology cost, especially when organizations are unsure of what the ROI will be^14,36. A successful utilization of RPA requires an integrated and strategic digitalization framework¹³. Adopting RPA into current systems and processes, however, can be challenging and typically requires substantial IT support¹⁷. Low levels of technical knowledge and skill, in contrast, have been associated with a significant barrier to RPA utilization¹⁵.

The complexity for usage of using RPA may be a barrier for adoption³⁷. Given that robots lack both creative and analytical abilities, the procedure would be difficult without the support of humans²⁷. The acceptance and the willingness to use RPA technologies by the employees are of great importance in its seamless adoption⁷. But the employee’s unwillingness to accept the change, stemming from the fear of technology and the fear of losing the job, can hamper the active involvement of employees during the RPA implementation³⁸. This barrier can be mitigated by including employees early in the design and adoption phases and by training employees to work effectively with a virtual workforce³⁴. According to¹³, there is a need for this issue to be managed via change management, clear communication, and a supportive culture. Indeed, an RPA success depends on an innovation and technology adoption culture that is supported by the right ethical values, team behavior, and the required³⁵.

RPA in the hotel industry

In the hotel business, RPA has emerged as an innovative tool to streamline operations³⁹. Using RPA, routine processes like invoice dispatch, handling customer refunds, and issuing predefined replies can be streamlined via a visual drag-and-drop system¹¹. As the hotel industry continuously adapts to customer needs, hotel robots have brought about a new form of communication⁴⁰. Robots in the industry are deployed in various roles, including assisting at the front desk, cleaning, delivering items to guest rooms, providing information, and automating repetitive tasks⁴¹. The delegation of monotonous tasks to a digital workforce allows human labor to focus on more complex and value-added work in this industry⁸, thereby contributing to operational efficiency and productivity³⁵. RPA is also increasingly being implemented in hotels to support finance departments in overcoming key operational challenges⁹. The functionalities of an RPA-operated accounting system include tracking guest transactions, accurately managing payments, monitoring credit limits, preventing fraud, and organizing data for back-office analysis⁴².

RPA allows hotel businesses to react faster, minimizing mistakes in data handling and lowering labor expenses⁹. Automating core functions enables more efficient resource allocation and improves the overall experience for guests⁸. However, the introduction of RPA in the hotel industry also faces some difficulties. Typical challenges include employee fear of losing jobs, data security fears such as cyberattacks or technical errors, lack of role stability and clear responsibilities among the staff, the need for thorough and forward-thinking planning, and the necessity of constant human supervision at all stages^8,34. This automation technology also poses an additional issue to the hotel industry, which is primarily human-based and has a personal touch⁴³. Hotel organizations need to recognize these risks and take steps, such as good planning, strong management, and ongoing control, to reduce their impact⁸.

Methodology

Research design

This study is qualitative in nature and analyses CSFs for the implementation of RPA in the Pakistani and Chinese hotel industry. Qualitative research can be used to investigate and identify values and beliefs attached by an individual system or population group about a social issue or human concern^44,45. Following⁴⁶, the research design is framed within a thematic analysis approach in order to elicit major themes that have arisen from the narratives of the participants. Thematic analysis is a systematic process for identifying, analysing, and reporting patterns or themes within data^44,47. It systematically condenses and organizes the presented data and examines various facets of a study question⁴⁶. Unlike some other qualitative methods, thematic analysis is not restricted to any theoretical or epistemological framework⁴⁸.

Sample recruitment

The study location of Pakistan and China was purposefully chosen to reflect unique sets of economic, technological, and cultural realities, allowing a more omnibus view on the adoption of RPA in the hotel industry. Pooling data from these various settings enhances the robustness of the results as it includes both a broader set of CSFs that are of pertinence in a range of emerging market environments. A purposive sampling method was used in the selection of the interviewees, such that their knowledge and experiences were considered appropriate in RPA implementation. Interviews with the participants were carried out in their local languages (Urdu and Chinese) in order to keep the environment safe for them to share their experiences about RPA. According to⁴⁶, the sample size, which ranges from 6 to 15 interviews, meets the criteria for thematic analysis. Another suggestion regarding sampling in qualitative research was made by⁴⁹, who recommended conducting at least five interviews to complete the study. Furthermore,⁵⁰ proposes to carry out a minimum of five qualitative interviews. In the present study, a total of 17 interviews were conducted.

The demographic information of the participants is presented in (Table 1). The participants were professionals from both Pakistan and China, representing a variety of positions within the hospitality and IT sectors, including roles such as IT Manager, General Manager, Network Engineer, and Marketing Director. The sample included 12 males and 5 female respondents, aged between 30 and 55. Their professional experience ranged from 5 to 12 years. This broad sample offers a comprehensive understanding of the professional backgrounds and demographic distribution pertinent to the investigation of RPA adoption in these two nations’ hotel industries.

Table 1.

Demographic information of the participants.

Respondent	Country	Gender	Designation	Age	Experiences (Years)
R1	Pakistan	Male	Network engineer	42	6
R2	Pakistan	Male	Senior analyst	37	7
R3	Pakistan	Female	Assistant manager	41	10
R4	Pakistan	Male	IT support manager	33	5
R5	Pakistan	Female	Transaction officer	50	12
R6	Pakistan	Male	IT manager	51	12
R7	Pakistan	Male	Hotel manager	37	9
R8	Pakistan	Female	General manager	40	11
R9	Pakistan	Male	Senior analyst	31	5
R10	Pakistan	Male	Transaction officer	51	10
R11	China	Male	Secretary of manager	44	9
R12	China	Female	Assistant marketing manager	55	12
R13	China	Male	Marketing director	41	6
R14	China	Male	Network engineer	30	5
R15	China	Female	IT manager	41	7
R16	China	Male	IT support manager	39	6
R17	China	Male	Transaction officer	36	5

Data collection

Semi-structured interviews were conducted as the primary data collection method to explore participants’ perspectives in detail. In social qualitative interviews, semi-structured interviews are widely used⁴⁴. This study’s data collection method consisted of in-person sessions at mutually agreed-upon times and dates, as well as phone interviews and Zoom meetings. Open-ended questions were posed to the participants to get input on the CSFs for each stage of RPA implementation. To ensure that all respondents participated voluntarily and by ethical study norms, informed consent was sought from everyone beforehand. The interview sessions revolved around the following questions:

Phase 1: pre-implementation

What kind of strategic planning, in line with overall goals, guarantees seamless RPA integration at your hotel?

Phase 2: implementation

How is RPA used in hotel operations and guest services, and how were implementation problems overcome?

Phase 3: post-implementation

What measures evaluate the impact of RPA, and how is performance monitored after implementation?

Data analysis

An indication of a preference for a reliable and well-known software tool in the field is the use of NVivo 14 for qualitative data analysis in this study. As evidence of its dedication to rigorous and methodical research techniques, NVivo 14 offers comprehensive tools for organizing, coding, and analyzing qualitative data^51,52. Efficacy, reliability, and comprehensive data examination to produce significant insights and conclusions are probably the driving forces behind this decision. This well-known tool provides various visual analytic representations that may be used with text and media data⁴⁴. NVivo 14 was instrumental in organizing codes, visualizing relationships, and managing data systematically, which enhanced the rigor and transparency of the analysis. The study followed Braun and Clarke’s⁴⁶ six steps of thematic analysis, as shown in (Fig. 1).

Fig. 1.

Thematic analysis process recommended by Braun and Clarke⁴⁶.

Step 1: acquaint yourself with the data

First, each participant’s interview was transcribed. Active and frequent reading of the transcripts facilitated immersion in the length and scope of the data corpus⁴⁸. Before coding, this stage was crucial since it allowed for the possibility of pattern recognition.

Step 2: generate preliminary codes

This stage involved systematically organizing the data⁵³. Qualitative data coding is used to generate and assign codes to categorize data extracts. A code is a label that represents the content. The data was coded to create discrete, meaningful portions⁵⁴. A comprehensive coding process that comes after multiple readings of the transcripts makes it easier to retrieve relevant information. Table 2 provides instances of code application to brief dataset segments to demonstrate the coding procedure.

Table 2.

Codes and frequency of coding.

Phase of implementation	Codes	Frequency of coding
Pre-implementation	Defined goals	9
	Process identification	7
	Stakeholder alignment	4
	Feasibility study	2
	Vendor evaluation	2
Implementation	Dedicated project team	10
	Process standardization	7
	Detailed project plan	4
	Workflow documentation	3
	Scalable architecture	2
Post-implementation	Continuous monitoring	9
	Performance metrics	6
	Ongoing training	4
	Support system	3
	Regular maintenance	2

Step 3: searching for themes

A theme is a pattern that captures the important or fascinating aspects of the information. A total of 74 initial codes were generated, and the analysis in this stage was focused on topics that were more broadly defined. According to Braun and Clarke⁴⁶, the thematic analysis stage began with a comprehensive list of codes derived from the dataset. Dawadi⁵⁵ states that the primary objective is to identify patterns and linkages across the entire dataset. Figure 2 delineates the division of all codes (generated in step 2) into three primary phases of implementation.

Fig. 2.

CSFs for RPA implementation phases in the hotel industry.

Step 4: reviewing themes

In this stage, the initial topics were examined and adjusted⁴⁴. The objective of step 4 is to pinpoint the main themes and subthemes that best reflect the dataset. The three implementation phases that were created in step three underwent a careful analysis and revision.

Step 5: defining themes

The aim is to identify and elaborate on the themes presented in the research, and subsequently to examine the data contained within them. The process of developing the theme came to an end here⁴⁶. The results of step 5 are shown in (Table 3), which also includes the topics that the thematic analysis identified as well as how they were refined and defined.

Table 3.

Defining themes.

Rank	Themes	Definition
Pre-implementation
1	Defined goals	Defining precise goals for the RPA implementation to guarantee alignment with the overarching business plan
2	Process identification	Systematically determining and choosing procedures that can be automated, with an emphasis on repetitive, high-volume work
3	Stakeholder alignment	To enable a seamless implementation, it is important to make sure that all relevant parties are aware of, involved in, and supportive of the RPA endeavor
4	Feasibility study	Carrying out a comprehensive analysis to evaluate the technical and financial feasibility of automating particular activities
5	Vendor evaluation	Carefully assess and choose RPA suppliers according to their standing, qualifications, and suitability for the demands of the company
Implementation
1	Dedicated project team	Bringing a qualified team with the knowledge and expertise required to successfully lead and execute the implementation of the RPA
2	Process standardization	Effective RPA implementation relies on the presence of streamlined and standardized processes to ensure consistency and efficiency
3	Detailed project plan	Developing a detailed project plan with assignable tasks, deadlines, resources and timelines to guide implementation
4	Workflow documentation	Ensuring uniformity and clarity in the automated processes requires thorough workflow documentation
5	Scalable architecture	Building extensible RPA design to support new processes and scale in future
Post-implementation
1	Continuous monitoring	Monitor the performance of RPA systems closely to verify that they are functioning properly and identify opportunities for optimization
2	Performance metrics	Identifying and tracking KPIs to gauge the impact and effectiveness of RPA implementation
3	Ongoing training	Ensuring continued efficiency and productivity by providing employees with regular RPA training on technologies and processes
4	Support system	Robust support infrastructure is required to troubleshoot any technical issues and assist RPA system users
5	Regular maintenance	The RPA framework requires regular maintenance to ensure optimal performance and prevent any future issues

Step 6: report writing

The writing of the report is the final step in the process of theme analysis. This process includes structuring the results, offering interpretations, and delivering conclusions derived from the themes revealed by the analysis.

Trustworthiness and authenticity

Since reliability and validity cannot be verified in qualitative research, unlike quantitative research, researchers have proposed substitute trustworthiness and authenticity criteria^44,56. Significant measures were taken to ensure the study’s authenticity and trustworthiness. With everyone’s consent, the interview was conducted, and anonymity and privacy were ensured. Permission was obtained for the details in the report, and no identifying information about the participants was disclosed in it. The participants were free to withdraw from the interview at any time⁵⁶.

Analysis

This study examined themes that emerged from interviews to provide detailed insights into obstacles, challenges, and optimal procedures in implementing RPA in the hotel industry. The results classify codes according to the pre-implementation, implementation, and post-implementation phases. Table 2, which emphasizes frequencies, highlights five significant themes for each important phase for hotel organizations and the critical role that the implementation phases play in ensuring successful RPA adoption.

Pre-implementation phase

The pre-implementation phase of an RPA system in the hotel industry requires careful consideration. Some of the activities essential to ensure a solid grounding for an RPA implementation that takes place as part of this phase include developing clear goals, selecting the right processes for automation, aligning stakeholders, conducting feasibility studies, and identifying potential vendors (see Fig. 3). These practices ensure the hotel is well-prepared to adopt RPA effectively by minimizing risks and maximizing potential benefits. To align with the strategic ambitions and readiness for future challenges, hotels can lay a solid foundation for their RPA ventures by addressing the following five key aspects.

Fig. 3.

CSFs for the RPA pre-implementation phase.

Defined goals

During pre-implementation, hotels must define specific goals for their RPA initiatives. Establishing goals ensures that the project is scoped properly and aligned and confirms that the RPA implementation supports the hotel’s overall business plan. This means identifying which KPIs will be the benchmark for the automation project’s success, whether that’s lower operating costs, enhanced customer service, or improved process efficiency. As one participant stated regarding this topic:

“Our primary goal with RPA is to significantly reduce check-in/check-out times by automating guest data processing. This will not only expedite the guest experience but also free up staff to focus more on personalized service and guest satisfaction.” (R4).

Process identification

The processes that can be automated are then systematically identified and selected at the next stage. Hotels most often focus on high-volume, repetitive work that takes up a lot of time and resources, such as invoicing, check-in/check-out processing, and reservations management. By utilizing the appropriate procedures, hotels can ensure that operationalizing RPA is concentrated in those areas with the biggest scope for cost and performance benefit. According to one of the respondents:

“Identifying processes suitable for automation requires a thorough analysis of our current workflows and pain points. We’re conducting detailed process mapping exercises to pinpoint areas that are highly repetitive, time-consuming, and prone to human error.” (R5).

Stakeholder alignment

Stakeholder alignment must be ensured for RPA to be implemented successfully. This entails interacting with all relevant parties, such as front-line staff, IT personnel, and hotel management, to get their support and involvement. Aligning stakeholders makes handling issues easier, controlling expectations, and promoting a cooperative atmosphere. The involvement of stakeholders and communication are key to minimizing resistance to change and enhancing the performance of the RPA project. One respondent remarked on this issue that:

“Stakeholder alignment involves ensuring that every department understands how RPA will benefit their specific functions and contribute to our hotel’s overarching success.” (R12)

Feasibility study

Qualified processes undergo a thorough feasibility study to evaluate their technical and economic feasibility. The potential cost, benefit, and risk of RPA are examined at this stage. The responsibilities for this process include assessing the current procedures, identifying potential stumbling blocks, and determining the ROI. Conducting a feasibility assessment will ensure that the hotel is ready for the implementation phase and that the selected operations are suitable for automation. One respondent notes that:

“Conducting a feasibility study involves assessing the technical, financial, and organizational aspects of RPA implementation. We’re looking at factors such as the complexity of our existing IT infrastructure, the availability of skilled resources, and the potential return on investment.” (R7).

Vendor evaluation

Choosing an optimal RPA software vendor is crucial as part of a pre-implementation strategy. Hotels need to make a close analysis of potential suppliers based on their qualifications, status, and fit for the specific needs. This is the practice of looking at vendor rosters, client recommendations, and the support and training offered by software companies. An expansive vendor evaluation facilitates the selection of a partner equipped to provide the resources, support, and expertise necessary to ensure a successful and effective RPA implementation. One of the respondents stated that:

“When evaluating vendors, we’re looking beyond just the technology to assess their understanding of our industry’s unique challenges and requirements. We’re seeking vendors with proven experience in the hospitality sector and a track record of successful RPA implementations.” (R9).

Implementation phase

The pre-implementation phase planning and preparations of the hospitality industry are actualized into practical steps during the RPA implementation phase. The dedicated project team setup, process standardization, detailed project plan, as well as the documentation of work processes and scalable architecture design, are the crucial steps of this stage (see Fig. 4). All these entities are necessary for the smooth and successful deployment of the RPA solution, which increases hotel operation productivity and efficiency.

Fig. 4.

CSFs for the RPA implementation phase.

Dedicated project team

Supervising the RPA implementation process requires a dedicated project team. A well-rounded team should include specialists in project coordination, information systems, and process engineering to ensure effective implementation. Their combined expertise and dedication are essential for overseeing the project schedule, resolving technical issues, and ensuring the RPA system follows the operational objectives. Throughout the implementation phase, having a committed team guarantees responsibility and focused attention. According to one of the participants:

“We’ve assembled a dedicated project team comprising members from various departments, each bringing unique expertise and perspectives to ensure comprehensive project oversight.” (R1).

Process standardization

Standardizing a process is essential to ensuring consistency and efficiency before automating it. Process standardization entails evaluating and improving current protocols to get rid of variances and inefficiencies. Hotels can guarantee the smooth and reliable operation of the RPA system, lowering the probability of errors and improving overall operational efficiency, by developing a standard set of procedures. Process standardization offers a strong basis for efficient automation. As noted by one respondent about this topic:

“Process standardization involves identifying best practices and creating uniform procedures to ensure consistency and efficiency across all areas of operation.” (R5)

Detailed project plan

Implementing the RPA requires a dedicated project team to manage the process. The project team uses this plan as a roadmap to help them through every step of the implementation process. It has precise deliverables, deadlines, and backup plans in case something goes wrong. An organized project plan makes it easier to stay focused, manage resources effectively, and make sure the project stays on schedule and under budget. One participant remarked on this issue that:

“Our detailed project plan outlines every step of the implementation process, including timelines, milestones, resource allocation, and risk management strategies.” (R3)

Workflow documentation

Workflows must be thoroughly documented for the automated procedures to be consistent and clear. This entails mapping out every process that will be automated in great detail, including all of the processes, inputs, outputs, and decision points. The project team uses workflow documentation as a guide to understand how processes should operate in their current condition and after automation. It is necessary for future scalability, troubleshooting, and training. One of the participants mentioned that:

“Comprehensive workflow documentation serves as a reference point for both the project team and RPA developers, ensuring accurate replication and automation of tasks.” (R8)

Scalable architecture

A scalable architecture must be created to support future expansion and growing automation requirements. Growing transaction volumes and more complicated procedures can be handled by scalable RPA systems without necessitating extensive reengineering. This entails selecting reliable, versatile technology and planning the system for future growth. Long-term value and adaptability are provided by scalable design, which guarantees that the RPA implementation can change to meet the needs of the hotel. An explanation of one respondent’s remarks is provided below:

“Scalable architecture ensures that our RPA solution can handle increased workload demands without compromising performance or requiring significant redesign.” (R10)

Post-implementation phase

The post-implementation stage is the basis for maintaining long-term performance and sustainability benefits of RPA in the hotel industry. To ensure satisfactory operation of the RPA and its easy adaptation to various requirements, this phase concentrates on continuous monitoring, performance metrics, ongoing training, support system, and regular maintenance (see Fig. 5). Efficient control at this stage allows for the performance of automated operations and promptly eliminates the negative impact, ensuring further benefits from RPA.

Fig. 5.

CSFs for the RPA post-implementation phase.

Continuous monitoring

Continuous monitoring is actively monitoring the RPA system for proper functioning and performance to ensure it performs as expected. This includes monitoring of automation in real time to detect blockages or errors. Enabling a high level of operational performance, achieving rapid identification and solution of issues, and ensuring that the RPA system continually meets the desired levels of performance requires continuous monitoring. As expressed by one participant on this matter:

“Continuous monitoring ensures that our RPA processes are running smoothly and identifies any issues or bottlenecks that require immediate attention.” (R3)

Performance metrics

Determining and monitoring performance indicators is critical to assessing the effectiveness of RPA implementation. These measures include process cycle times, mistake rates, cost reductions, and customer satisfaction levels. Hotels may evaluate how RPA is affecting their operations, pinpoint areas for development, and make data-driven choices to raise the efficiency and performance of automated procedures by examining these KPIs. One respondent claims that:

“Performance metrics provide valuable insights into the impact of RPA on operational efficiency and enable data-driven decision-making for further optimization.” (R2)

Ongoing training

Staff members must receive ongoing training to stay current on RPA procedures and tools. As RPA technology advances and new functionalities are added, ongoing training guarantees that staff members maintain system proficiency. This entails frequent workshops, training sessions, and resource updates. Staff members who receive ongoing training are better able to utilize the RPA technology and apply automation to their everyday work. The following is an explanation of one respondent’s comments:

“Providing ongoing training ensures that our staff remain proficient in using RPA tools and techniques, empowering them to leverage automation effectively.” (R5)

Support system

Establishing a strong support system is essential for handling any technical problems and offering help to RPA system users. Having a specialized helpdesk, a technical support staff, and well-defined escalation protocols are all part of this. A robust support system makes sure that any interruptions are promptly fixed, reducing downtime and preserving uninterrupted operations. It also assures users that they can trust the RPA system with important tasks. The following is an example of the participant’s response.

“We’ve implemented a robust support system comprising dedicated helpdesk support and documentation resources to assist users with any RPA-related queries or issues.” (R7)

Regular maintenance

Routine checks and upgrades are part of regular maintenance, guaranteeing that the RPA system performs at its best. Performance optimization, system audits, and software updates fall under this category. Frequent maintenance prolongs the life of the RPA, enhances system performance, and helps to avert possible problems. It guarantees that, throughout time, the automation system will continue to be reliable, safe, and able to support the operating requirements of the hotel. Concerning these themes, the response of one of the respondents is explained as follows:

“Regular maintenance activities, such as software updates, patch management, and system backups, are essential for preserving the integrity and performance of our RPA infrastructure.” (R9).

Figure 6 shows a detailed model with the CSFs for RPA adoption in the pre-implementation, implementation, and post-implementation phases. Each step is original and woven of the elements of the whole. The model provides a systematic understanding of the components that are required for effective adoption of RPA by practitioners and a formal basis for researchers to address the barriers to RPA adoption.

Fig. 6.

The final model of the adoption of RPA.

Discussion

This research primarily aimed to investigate the CSFs of RPA adoption at the pre-implementation, implementation, and post-implementation stages. Each stage contains a different group of CSFs, illustrating the multifaceted and changing nature of the needs for successful RPA in an organization.

Such a layered perspective aids in a richer interpretation of RPA adoption, as every stage represents different requirements, capabilities, and limitations in the organization. The pre-implementation phase of RPA in hotels provided some important insights consistent with the literature available upon successful RPA efforts⁵⁷. Our research found that a clear definition of goals was essential to providing focus and ensuring that RPA fitted in with its wider business strategy. Consistent with past studies, high-frequency repetitive operations were recognized as prime candidates for automation, pointing to potential large improvements in operational efficiency. As with prior literature, leading stakeholders at an early stage were important to reduce resistance and create an environment of collaboration⁵⁸. This highlights the importance of stakeholder alignment. The confidence ranking was consistent with the widespread engineering practice of performing a comprehensive feasibility assessment by considering technical and economic feasibility⁵⁹. Eventually, a complete vendor evaluation ensured the selected RPA partner met the hotel’s specific needs, underscoring the importance of strategic vendor selection in RPA implementations. These results emphasize the CSFs during the pre-implementation stage and the congruity with previous research, providing a solid foundation for subsequent phases of the RPA implementation process in the hospitality industry.

In the implementation phase, several CSFs of a successful RPA integration were identified as critical. Establishing a dedicated team with a combination of experience and expertise facilitates accountability and focus, thus facilitating the progress of project execution⁶⁰. Standardizing the process rather than the task before automating is revealed to be crucial for increased reliability and efficiency, following best practices in process optimization⁶¹. The development of a project plan provided a clear direction so that resources and schedules could be optimally managed. Detailed documentation of workflows ensured accuracy and consistency, facilitating future scale-up and problem-solving. Lastly, design considerations for a scalable architecture prepared the RPA system for future growth and new automation needs, which underscored the importance of flexibility and future-proofing in the application of technology⁶². These findings are indicative of the convergence of identified implementation-level predominant factors with the essential trends in successful criteria of RPA projects in different sectors, thereby confirming their validity.

Performance measures, ongoing training, strong support, continued maintenance, and ongoing monitoring were recognized as critical factors during the post-implantation phase of RPA in hotels. It needs monitoring over time of RPA implementation and performance measures, as well as an explicit process of ongoing monitoring to be in place to keep good operational performance, and the automated system to be in place⁶³. Continuous training ensured an employee upskilling in the evolving RPA tools, with a relatively strong support system enabling the employees to actualize minimal downtime through the technical assistance they required⁶⁴. Regular maintenance was required in order to increase the life of the system and to obtain the best of the system. This lends further credence to prior studies highlighting the need for monitoring, maintenance, and user support for successful RPA in the long run.

Conclusion

In this paper, we investigated the CSFs for RPA in the hotel industry through the thematic analysis of semi-structured interviews with 17 industry professionals who have in-depth knowledge and practical RPA application experience. The participants shared insightful perspectives on different phases of RPA implementation, including pre-implementation, implementation, and post-implementation.

The phases of implementation reveal CSFs for each phase. Pre-implementation accomplished setting goals, identifying suitable procedures, aligning stakeholders, conducting feasibility analysis, and vendor evaluation. The importance of a dedicated project team, standardizing the process, having full documentation of the workflow, thorough project planning, and scalable architecture was all emphasized during the implementation. Through the period of post-implementation, continuous monitoring, measuring of performance, ongoing training, solid support mechanisms, and regular maintenance helped ensure ongoing success and agility of the RPA. These findings underscore the holistic approach necessary for successful RPA deployment as well as its alignment with industry benchmarks.

Theoretical implications

The present study has several theoretical implications. First, the CSFs identified in this research are consistent with existing theoretical models (e.g., the Technology Organization Environment (TOE) and IS Success Model), which together can be employed as a theoretical lens to examine the empirical data. According to the TOE framework, pre-adoption dimensions such as defined goals and stakeholder alignment belong to the technology and organization categories of this theory and underscore the role of organizational readiness and technological suitability⁶⁵. In the post-implementation phase, factors such as performance metrics and continuous monitoring mirror important IS Success Model dimensions for system utilization and effectiveness⁶⁶. The study contributes to the theoretical body of knowledge by mapping the empirical results to these two frameworks, revealing that the use of RPA in the hotel industry poses multiple organizational and technological issues.

Second, the current research advances theoretical knowledge on the conditioning of CSFs for RPA adoption under differing institutional and cultural environments. The two national hospitality contexts (China and Pakistan) contribute to the contextual richness of the study and a nuanced understanding to assist the next stage of research on technology adoption in different environments. Third, this research adds to the emerging body of RPA literature in the under-researched and service-dominant context of the hospitality industry by providing an empirically informed perspective on RPA adoption. To date, RPA has mostly been addressed from the perspective of manufacturing or finance. To address this gap, this research used a qualitative perspective to identify the CSFs affecting RPA adoption in hotels operating in emerging markets. The study findings contribute to a theoretical perspective of RPA implementation and provide useful pathways for future studies.

Practical implications

Findings from this study also have practical implications for hotel managers and decision-makers who seek for successful adoption of RPA. First, key drivers like defined goals, dedicated project teams, and stakeholder alignment reflect the importance of a thorough planning process and cross-departmental cooperation both during and before the implementation. Hence, hotel managers need to focus more on clear goal setting, as well as involve stakeholders at an early stage to ensure organizational readiness and support. Second, the focus on process standardization and flowcharting during the implementation phase is essential for pilots since it reduces disruptions and improves the scalability of RPA solutions, thereby enhancing operating efficiency to support the guest experience.

Third, activities carried out after implementation, such as continuous monitoring, measuring performance metrics, and ongoing training, are essential for the realization of RPA benefits as well as the meeting of changing business requirements. Hotels need to build a culture that facilitates employee engagement and ongoing learning to optimize technology adoption. In addition, as hotels rely on automation technology, they can minimize exposure to operational risks through the increased of contingency planning, system redundancy, and through scheduled maintenance review. Such measures contribute to reducing the interference of system failures and ensuring continuous business operation.

Fourth, these success factors can provide a checklist for RPA consultants to offer the hotel customized transition strategies that suit the special kinds of operational challenges faced in the industry. In addition, industry organizations and policymakers might encourage frameworks and standards that promote technology implementation by mitigating sectoral challenges and fostering innovation and competitiveness in emerging markets such as Pakistan and China. Finally, the implementation phase can also be tailored to address the peculiarities of smaller hotels, such as unique operating challenges and limited resources. Therefore, the use of cloud-based and scalable RPA systems enables the gradual spread of the technology across businesses while reducing infrastructure and maintenance expenses. This not only resolves cost and time-related issues, but also provides a migration path for gradual automation deployment plans for hotels to address their limited resources available, while meeting their operational efficiency and digital transformation focuses.

Limitations and future research directions

This study has several limitations. First, the regional focus on China and Pakistan may limit the generalizability of the findings to other geographical or cultural contexts. Second, the limited sample size of 17 interviews can potentially restrict the scope of insights gathered. Furthermore, only the five most significant themes for each phase were chosen for in-depth examination, even though other themes surfaced from the interviews. Subsequent studies may benefit from a more inclusive coding strategy to explore secondary themes that could offer additional layers of insight. Finally, potential cultural biases could influence participants’ responses and interpretations. Future research could address these limitations by incorporating quantitative approaches and expanding the study to other regions.

Author contributions

Y.G. written first draft of the manuscript. M.A. and M.F.S. curated data and performed analysis. K.X. methodology and proofreading. A.E. supervised the manuscript.

Data availability

The datasets used and/or analysed during the current study are available from the corresponding author upon reasonable request.

Declarations

Competing interests

The authors declare no competing interests.

Approval statement

All experimental protocols were approved by the Ethical Approval Committee of Beijing University of Technology, Beijing, China.

Informed consent

Informed consent from a parent and/or legal guardian for study participation.

Accordance statement

All methods were carried out in accordance with relevant guidelines and regulations.