information

Systematic Review
Intelligent Process Automation and Business Continuity: Areas
for Future Research
José Brás 1,2, * , Ruben Pereira 1 and Sérgio Moro 1

1 Department of Information Science and Technology, Instituto Universitário de Lisboa (ISCTE-IUL), ISTAR,
999022 Lisboa, Portugal
2 CGI Innovation Hub Lisbon, 999022 Lisboa, Portugal
* Correspondence: [email protected]

Abstract: Robotic process automation and intelligent process automation have gained a foothold in
the automation of business processes, using blocks of software (bots). These agents interact with
systems through interfaces, replacing human intervention with the aim of improving efficiency,
reducing costs and mitigating risks by ensuring and enforcing compliance measures. However, there
are aspects of the incorporation of this new reality within the business continuity lifecycle that are
still unclear, and which need to be evaluated. This study provides a multivocal literature review of
robotic process automation and intelligent process automation correlated with business continuity,
to identify the level of awareness of these two emerging forms of automation within the business
continuity management lifecycle. Based on the reviewed literature, the study develops a discussion of
the main research areas for investigation, identifying what is attracting the attention of practitioners
and researchers and which areas they highlight as promising for future research. Numerous sources
from relevant backgrounds reveal an interest in these interrelated topics but there as yet is little or no
information available on the direct connection between them.

Keywords: business continuity; governance; risk; compliance; robotic process automation; intelligent
process automation; business process management

Citation: Brás, J.; Pereira, R.; Moro, S.

1. Introduction
Intelligent Process Automation and Companies have been on a mission to digitize operations for years, but recent global
Business Continuity: Areas for events, notably the COVID-19 pandemic, have accelerated the process of digital transfor-
Future Research. Information 2023, 14, mation (DT) [1,2] to help organizations grow and cope with instability and disruptions
122. https://doi.org/10.3390/ to businesses. Trends such as hyperautomation [3] and hyperconnectivity [4,5] leverage
info14020122 an ever-growing hyperconnected society [6,7] and companies are adopting automated
Academic Editor: Kostas Vergidis solutions to execute and modernize their business processes (BP) [8] and help ensure
business continuity (BC). With automation becoming a new norm for organizations to sup-
Received: 29 December 2022 port their growth and cost optimization strategies, more and more emerging technologies
Revised: 6 February 2023
(ET) associated with automation are being adopted, such as robotic process automation
Accepted: 9 February 2023
(RPA)/intelligent process automation (IPA) [9], intelligent automation (IA) [10], artificial
Published: 14 February 2023
intelligence (AI), and AI-based decision-making tools [11], among others.
RPA/IPA have gained momentum [12], offering solutions to achieve efficiency gains [13]
or mitigate organizational problems [14,15]. Figure 1 illustrates the growing interest in the
Copyright: © 2023 by the authors.
topic, expressed in terms of search results for the keywords from 2010 to 2022 using the
Licensee MDPI, Basel, Switzerland. Google search engine, thus showing the attention that they have received since 2010.
This article is an open access article However, the advent of automation, which potentiates efficiency gains and also
distributed under the terms and resolves problems that result from a lack of human resources, can also create new challenges
conditions of the Creative Commons in terms of dealing with new risks that are still not fully understood [16,17]. Therefore,
Attribution (CC BY) license (https:// its impacts on BC must be properly evaluated and require further investigation [15,18,19].
creativecommons.org/licenses/by/ Our research aims to answer the following question: What are the most important areas to
4.0/). investigate in the future with regard to BC and RPA/IPA?

Information 2023, 14, 122. https://doi.org/10.3390/info14020122 https://www.mdpi.com/journal/information

 Information 2023, 14, x FOR PEER REVIEW 2 of 36

Information 2023, 14, 122 2 of 33

tion [15,18,19]. Our research aims to answer the following question: What are the most
important areas to investigate in the future with regard to BC and RPA/IPA?

Figure 1. Google trends for BC, RPA, IPA and IA, 2010–2022 (adapted from [20–23]).
Figure 1. Google trends for BC, RPA, IPA and IA, 2010–2022 (adapted from [20–23]).

The possible
The possible need
need to
toadopt
adoptnew
newprocedures
proceduresfor the
for introduction
the introductionof new technologies
of new technologies
in such a rapid and sometimes disruptive way needs to be properly
in such a rapid and sometimes disruptive way needs to be properly evaluatedevaluated in order to to
in order
adapt and prepare BC for the incorporation of ET such as IPA and RPA. This involves
adapt and prepare BC for the incorporation of ET such as IPA and RPA. This involves under-
understanding
standing how tohow to promote
promote and develop
and develop more flexible
more flexible recoveryrecovery strategies
strategies appropri-
appropriate for the
ate for the new realities, as business processes are now in an almost constant state of
new realities, as business processes are now in an almost constant state of change [24,25].
change [24,25]. Therefore, it is important to provide companies with insights into how BC
Therefore, it is important to provide companies with insights into how BC professionals can
professionals can handle business disruptions affecting BP that rely solely on RPA and
handle business disruptions affecting BP that rely solely on RPA and how to take advantage
how to take advantage of this technology to make BC more predictive and less respon-
of this technology to make BC more predictive and less responsive, avoiding disasters by
sive, avoiding disasters by using AI-powered software that can perform these BC-related
using AI-powered software that can perform these BC-related tasks [26].
tasks [26].
This research aims to determine the most important areas to investigate in the future
This research aims to determine the most important areas to investigate in the future
with regard to BC and RPA/IPA. Drawn upon a large body of knowledge, we provide an
with regard to BC and RPA/IPA. Drawn upon a large body of knowledge, we provide an
understanding
understanding of of the
the impact
impactononBCBCresulting
resultingfrom
fromtheir
their introduction
introduction in organizations,
in organizations, as as
these
these two areas together (RPA/IPA and BC) open up a multitude of unknowns that need to
two areas together (RPA/IPA and BC) open up a multitude of unknowns that need
be
to investigated [27–32].
be investigated [27–32].
2. Background
2. Background
2.1. Business Continuity Management
2.1. Business Continuity Management
In comparison to the majority of other business management disciplines, business
In comparison to the majority of other business management disciplines, business
continuity management (BCM) [33,34] is relatively new, as it first appeared in the 1960s
continuity management (BCM) [33,34] is relatively new, as it first appeared in the 1960s
as information technology (IT) “disaster recovery” to safeguard company investments in
as information technology (IT) “disaster recovery” to safeguard company investments in
Information 2023, 14, x FOR PEERtechnology;
REVIEW it then gradually evolved, grounded in emerging legislation and 3standards
of 36
technology; it then gradually evolved, grounded in emerging legislation and standards
until 2001 [35]. Figure 2 illustrates the evolution and the major milestones in this process.
until 2001 [35]. Figure 2 illustrates the evolution and the major milestones in this process.

Figure 2. BCM evolution phases (adapted from [27,36]).

Figure 2. BCM evolution phases (adapted from [27,36]).
Business continuity has become more relevant over time due to disruptive events
that have been affecting our lives and businesses: 9/11 in the USA [37], the Islamic state
(ISIS) terrorist attacks throughout the world [38], climate changes that affect the planet
[39,40], and the recent COVID-19 pandemic [41], which have all shaped the path of BCM
(Figure 2). Due to the increasing risk, security, resilience and business continuity
Information 2023, 14, 122 3 of 33

Business continuity has become more relevant over time due to disruptive events that
have been affecting our lives and businesses: 9/11 in the USA [37], the Islamic state (ISIS)
terrorist attacks throughout the world [38], climate changes that affect the planet [39,40],
and the recent COVID-19 pandemic [41], which have all shaped the path of BCM (Figure 2).
Due to the increasing risk, security, resilience and business continuity [34,42,43] are topics
under the radar of corporate consulting services [18,44–48] and industry regulators [33,49].
However, as a result of a larger and constantly hypercompetitive business landscape [2,50],
the forces of nature and all other threats present challenges that make it quite difficult
for organizations to find objective and consistently effective ways to become resilient and
pursue BCM. The level of resilience of an organization or its state of preparedness in terms
of facing disasters is crucial to business continuity and IT disaster recovery, as this can
mean the difference between success or failure of a company.
A business continuity plan (BCP) and disaster recovery plan (DRP) are not defined
in the same way but have similar purposes: both aim to keep an organization operational
without disruptions. The BCP is more dedicated to planning the recovery of processes and
business functions [19], covering emergency response, business operations continuity, IT
disaster recovery and crisis management. The IT DRP is a subset of business continuity, as
it is the technical component of the BCP that addresses the recovery of core systems and
their data, and enables information and communication technologies (ICT) to continue to
operate and support the business.
Business continuity mainly establishes the strategies, procedures and critical actions
required to successfully respond to a crisis situation [34]. In addition, it evaluates how well
an organization can respond to unexpected disasters, disruptions or sudden changes to its
business environment [28,29]. As crises may result from a natural disaster, a catastrophe
or just a simple accident that can interrupt services, resulting in the partial or total loss of
business [28], a BCP must address all possible situations in order to mitigate or assume
undertaken risks.
The British Standards Institution (BCI) defines business continuity as the “capability
of the organization to continue the delivery of products or services at acceptable predefined
levels following a disruptive event” [29]. It also defines BCM as a “holistic management
process that identifies potential threats to an organization and the impacts to business oper-
ations those threats, if realized, might cause, and which provides a framework for building
organizational resilience with the capability for an effective response that safeguards the
interests of its key stakeholders, reputation, brand and value-creating activities” [34]. Fur-
thermore, ISO 22301 [51] specifies that the purpose of a BCP is to provide a documented
framework and processes to enable an organization to synthesize all of its business pro-
cesses within its recovery time objective after a disruptive incident [36].
It is fundamental to define the entire critical process and all the elements needed to
perform these tasks in order to ensure business continuity and organizational resilience [30].
One of the main challenges involves proactively elaborating, developing and implementing
BCP and DRP and establishing the required knowledge of all the key resources, key
activities and key elements [52]. For example, after a disruptive event, an organization
needs to establish redesign and re-engineering processes in order to adapt their business
to new realities. It is important to note that in a crisis, an organization should have ways,
means and tools that enable its operations to continue immediately [34].
To sum up, BCM is an essential tool that aims to ensure that the company is prepared
for immediate recovery of its critical activities and their support systems and applications
in the event of a disruption.

2.2. Robotic Process Automation and Intelligent Process Automation

These two terms appear to mean the same thing. However, while RPA focuses on
automating repetitive tasks and processes based solely on rules, intelligent automation
by its very nature incorporates a vast array of ET, such as AI, machine learning (ML),
Information 2023, 14, 122 4 of 33

natural language processing (NLP), structured data interaction, and intelligent document
processing [53].
As a relatively recent technology, RPA is preconfigured software that is used to au-
tomate a combination of processes, tasks, activities or services, with graphical user inter-
faces that are choreographed to interact with almost any type of system as a human user
would [53,54]. Both scientific research and the media highlight the potential of RPA for
increasing the efficiency of processes [55–58]. Since the development of RPA solutions
requires low levels of programming experience, with low implementation costs and a very
fast return on investments, these solutions are suitable for an extensive wide range of
processes and result in very high efficiency gains. Hence, the technology has attracted
interest in the business world, with several examples of successful implementation [59].
The initial approach to this technology (intelligent process automation) involved
replacing the routine or strictly transactional processes—previously performed by humans
and now replaced by RPAs—with solutions capable of performing more complex tasks.
As this technology evolved, capabilities related to ML and cognitive computing were
added with increasingly sophisticated rule mechanisms, as a result of which it started to
be able to perform more complex tasks, including evaluation, reasoning, decision-making
and compliance with probabilistic and/or deterministic process requirements in dynamic
contexts. Intelligent process automation is thus the evolution of simpler repetitive tasks, in
which new capabilities are added with more sophisticated and complex procedures [53,60].

2.3. Interlinking Intelligent Process Automation with Business Continuity

In order to fully benefit from automation and address risks, failures or potential threats,
organizations need to take a holistic approach to managing change, including alignment
between business and IT, BC, and new controls designed to tackle the specific risks emerging
from RPA/IPA. Figure 3 summarizes the key activities involving both domains, expressed
in actions that illustrate key inter-domain touchpoints for IPA/RPA and BC. It shows
the relationship between the two sets of requirements, one for implementation practice
and management methodology for intelligent software-based process automation found
in IEEE 2755.2-2020, and the other, ISO 22301-2019, pertaining to how the business can
implement, maintain and improve a management system to protect from and
Information 2023, 14, x FOR PEER REVIEW 5 ofreduce
36 the
likelihood of incidents, and prepare, respond to, and recover from outages when they
arise. As this is ongoing research, it is important to find out what should be addressed in
order
should tobe
understand
addressed the impacts
in order of the relationship
to understand between
the impacts intelligent process
of the relationship betweenautomation
in-
and business continuity. Both must be analyzed so that users can develop
telligent process automation and business continuity. Both must be analyzed so that us- intelligent
ers can develop intelligent software-based process automation or adopt BC procedures
software-based process automation or adopt BC procedures that meet the needs of both
that meet the needs of both frameworks.
frameworks.

Figure 3. Inter-domain touchpoints for IPA/RPA and BC.

Figure 3. Inter-domain touchpoints for IPA/RPA and BC.
COVID-19 proved that the early adopters who invested in RPA already experienced
key returns in 2020, due to the fundamental capabilities that RPA provided for organiza-
tions, since RPA can decrease the amount of work for humans, help manage the organi-
zation and ensure the continuity of the business [15,61,62]. Although this transformation
gained strength through the gains obtained, it created a more complex ecosystem in
Information 2023, 14, 122 5 of 33

COVID-19 proved that the early adopters who invested in RPA already experienced
key returns in 2020, due to the fundamental capabilities that RPA provided for organiza-
tions, since RPA can decrease the amount of work for humans, help manage the organization
and ensure the continuity of the business [15,61,62]. Although this transformation gained
strength through the gains obtained, it created a more complex ecosystem in which a great
number of BPs have been updated to incorporate ET associated with RPA, requiring that
all risks and benefits need to be re-evaluated to be controlled in terms of BC [63].
Despite academic interest, the topic has received more attention from industry, with
several reports being published by various business and senior consulting companies
such as Deloitte [61,64], Ernst & Young [65–67], KPMG [68–70] and PwC [63,71,72]. An
assessment of the adequacy of BC processes and capabilities/practices to mitigate and
support the risks raised by RPA activities is therefore required.
Given the increasing adoption of RPA, the predominant interest of professionals and
the lack of systematization and understanding of the main areas of research in RPA and BC,
a multivocal literature review (MLR) was conducted to identify the main areas for further
investigation.

3. Research Methodology
3.1. Methods
The review protocol specifies the research question being addressed and the methods
that are used to perform the review. In order to find the maximum number of studies
related to the research question, a search strategy was used to detect as much of the relevant
literature as possible using multiple keywords and datasets.
The research was carried out by using search strings to search for information on
the main topic, “business continuity”, associating it with other interrelated keywords (in-
telligent automation, intelligent process automation, automation, and RPA). With regard
to academic data sources, the publications domain was identified by searching several
electronic bibliographic databases, listed below, to build the datasets. The papers were col-
lected on the basis of their title, keywords, abstract, submission for review and publication
in academic journals. Google Search (www.google.com (accessed 22 August 2021)) was
chosen to search for grey literature.

3.1.1. Data Source and Searches

The PRISMA (preferred reporting items for systematic reviews and meta-analyses)
guidelines were followed in the conduct and reporting of this systematic review.
The articles were collected between March and August 2022; and restrictions were
applied regarding language (only English) and dates between 2017 and 2022. The following
keywords were applied to the search: “business continuity” AND (“robotic process automa-
tion” OR “intelligent automation” OR “RPA” OR “IPA” OR “automation” OR “intelligent
process automation”). Bibliographies from relevant publications were checked to identify
relevant articles.
We searched the following databases for eligible studies:
1. IEEE Xplore Digital Library (https://ieeexplore.ieee.org/Xplore/home.jsp (accessed
on 14 June 2021));
2. ACM (https://dl.acm.org (accessed on 1 July 2021)).
3. SpringerLink (https://link.springer.com (accessed on 5 September 2021))
4. Scopus (https://www.scopus.com/home.uri (accessed on 11 November 2021))
5. Web of Science (https://www.webofscience.com/wos/woscc/basic-search (accessed
on 2 December 2021))
6. EBSCO (http://search.ebscohost.com/ (accessed on 27 December 2021))
7. Google Search (https://www.google.com/ (accessed on 22 August 2021))
We considered Google Search a limitation in terms of the replicability of the searches
performed at a given time but, according to some authors [73], website search methods
may differ and it is more important to have a considered rationale for the process, taking
Information 2023, 14, 122 6 of 33

the goals and objectives of each review into account, rather than specifying a single7method.
Information 2023, 14, x FOR PEER REVIEW of 36
The planning and execution of the research, as well as the screening of results and the
structure of its management, must be properly organized for this type of approach [73].
They recommend performing a grey literature search using at least one traditional search
engine (e.g., Google, Yahoo or Bing) with the first 12 pages continuity (instead of the first 5 pages)
andProcess automation
an accurate searchor ofbusiness
academic continuity
databases that are more Paper not inaligned
closely Englishwith the topic
Title, abstract, key contents or subject rele- Documents with publication
under analysis, in order to ensure that all the relevant literature is considered dateand
earlier
that the
vance
conclusions are more comprehensive [74,75]. than 2017
Journals, conference papers, blogs or grey
Vendor tool advertisements
3.1.2. Eligibility Criteria
literature
Documents analysis,
For the qualitative in Englishwe included articles Papers by unidentified
related authors (process
to main keywords
Limit resultsortobusiness
automation first 12 pages of Google
continuity), Searchin the title, No
present publication
abstract, date
key contents or subject
relevance. They were found in journals, conference papers, blogs or grey literature (limited
to theIn the12
first case of the
pages Google Search).
of Google search engine, we consider it to be a valid source of grey
literature, governmental and institutional reports. Although Google Search has its limi-
tations
3.1.3. and should
Study Selectionnot be used as the only source for systematic reviews, it was used here
as itIn
can be suitable for the
the initial search purposes
stage of qualitative
(first filtration, systematic
shown reviews.
in Figure 4), theFor the initial
filtering re-
criteria—
sults, only the first twelve pages of the results were counted, which were then
inclusion and exclusion criteria filters (all fields; all documents and full text, abstract, used for
review and selection [75].
reviewed publications in journals, academic journals and grey literature)—were used
The study has the following research question: What are the most important areas to
together with the search string. This step is illustrated in Table 1, as part of the full MLR
investigate in the future regarding BC and RPA/IPA?
protocol to find the final sample for the elaboration of the article, which produces a list of
The overview of the review process can be found in Figure 4, which provides a vis-
the articles found, together with the filters used. All publications that met the inclusion
ual representation of the study selection process that was applied. This diagram repre-
criteria were selected and analyzed.
sents the different selection steps used in the systematization of the selection process.

Figure4.4.PRISMA
Figure PRISMA Flowchart
Flowchart (adapted
(adaptedfrom
from[76]).
[76]).
Information 2023, 14, 122 7 of 33

Table 1. Inclusion and exclusion criteria used.

Inclusion Criteria Exclusion Criteria

Related to main keywords Not related to RPA, IA or IPA or business continuity
Process automation or business continuity Paper not in English
Title, abstract, key contents or subject relevance Documents with publication date earlier than 2017
Journals, conference papers, blogs or grey literature Vendor tool advertisements
Documents in English Papers by unidentified authors
Limit results to first 12 pages of Google Search No publication date

In the case of the Google search engine, we consider it to be a valid source of grey liter-
ature, governmental and institutional reports. Although Google Search has its limitations
and should not be used as the only source for systematic reviews, it was used here as it can
be suitable for the purposes of qualitative systematic reviews. For the initial results, only
the first twelve pages of the results were counted, which were then used for review and
selection [75].
The study has the following research question: What are the most important areas to
investigate in the future regarding BC and RPA/IPA?
The overview of the review process can be found in Figure 4, which provides a visual
representation of the study selection process that was applied. This diagram represents the
different selection steps used in the systematization of the selection process.
An inclusion and exclusion criteria was adopted in order to identify the relevant
literature for this study. The screening criteria for including or excluding articles for this
research are summarized and illustrated in Table 1.
In order to ensure, whenever possible, the inclusion of all relevant sources, backward
and forward snowballing was applied to the set of articles already in the set, as recom-
mended by the systematic review guidelines [77]. Snowballing, in this context, refers
to using an article’s reference list (backward snowballing) or article citations to identify
additional articles (forward snowballing) [77].
A software package (Mendeley) was used to facilitate the task of searching and collect-
ing the literature. This ensures that unique results are obtained, as the software detects and
eliminates duplicate entries, thus solving the problem of consistency in the returned and
collected results and also organizing it into different sets according to query strings and
the academic or grey literature categories. Finally, it facilitates the work of retrieving the
results of the distinct ID sets (academic and grey literature) that are easily merged in the
study process.

4. Multivocal Literature Review

The multivocal literature review (MLR) [78] is similar to the systematic literature
review (SLR) [79,80] and aims to incorporate the so-called “grey literature” in order to
supplement the published (formal) literature. MLRs are SLRs which include both schol-
arly writing (also known as academic writing or formal writing) and the (informal) grey
literature (GL) which is not considered in the SLR. GL is considered to be a multisource
of information, which may exist in the form of blogs, videos, webpages and white papers
that are produced outside academic forums and are not subject to any quality control
mechanism (e.g., the peer review process) prior to publication.
By including information that normally would not be taken into account due to its
“grey” nature [78], MLRs are important for the completeness of the research. An MLR in
a given subject field is essentially a combination of the sources that would be studied in
an SLR and a GLR in the same field. Thus, an MLR is, in principle, expected to provide a
more complete picture of the evidence in a given field. Figure 5 represents the relationship
between SLR, GLR and MLR.
 “grey” nature [78], MLRs are important for the completeness of the r
a given subject field is essentially a combination of the sources that w
an SLR and a GLR in the same field. Thus, an MLR is, in principle, ex
more complete picture of the evidence in a given field. Figure 5 rep
Information 2023, 14, 122 8 of 33
ship between SLR, GLR and MLR.

Figure
Figure 5. relationship
5. The The relationship between
between SLR, SLR,[78].
GLR and MLR GLR and MLR [78].
The objective is to explore the results of the MLR to provide a state-of-the-art overview
The
of current workobjective
on this topicis totoexplore
and identify thethe
mostresults
importantof the MLR
research toBCprovide
areas for as
using
IPA, in order to:
view of current work on this topic and to identify the most importan
1. Identify the most important areas for future research on incorporating RPA/IPA into BC;
2.BC Outline
usingthe IPA, in order
definition to: for the research;
of objectives
3. Prepare future surveys and interviews to evaluate the results found, and compare the
1. Identify the most important areas for future research on incorpor
objectives and the actual observed results from the use of existing projects;
4. BC;
Communicate the challenges and opportunities found, the results achieved, and their
2. usefulness for other researchers and
Outline the definition ofprofessionals
objectives(BCforpractitioners and the RPA/IPA
the research;
community).
3. Prepare future surveys and interviews to evaluate the results f
Table 2 distinguishes between “white literature” and “grey literature”, listing the
the choice
appropriate objectives and the
of publications actual
in each observed
case. “Black” results
types offrom
of exi
or other the
literature use
subject
to exclusion are also classified, to clarify the choices made during the assessment.

Table 2. Spectrum of “white”, “grey” and excluded literature (adapted from [78]).

“Black” or Other Types of

“White” Literature “Grey” Literature
Literature (Excluded)
Preprints
e-Prints
Lectures
Datasets
Papers published in journals Ideas
Government documents
Conference proceedings Concepts
Standards
Books Thoughts
White papers
Technical reports
Blogs
Audio-video media

The MLR workflow is summarized in Figure 6 and has three phases. The initial phase
of the research (“planning the MLR”) comprises two steps:
• Determining the need for an MLR for the given topic;
• Defining the MLR goal and setting up the research questions.
Once the MLR is planned, we proceed to the next phase of the research, namely
“conducting the MLR”. This phase is divided into five stages:
• Search process and selection: identification of primary studies to address the research
question, application of standard comprehensive search techniques by means of de-
fined search strings, and definition of the selection criteria for performing the selection
process;
 Conference proceedings Standards
Thoughts
Books White papers
Technical reports
Information 2023, 14, 122 Blogs 9 of 33
Audio-video media

• Study quality: assessment of sources to determine the extent to which a source is valid
The MLR workflow is summarized in Figure 6 and has three phases. The initial
and free from bias;
phase of the research• (“planning theextraction:
Design of data MLR”) comprises twotosteps:
creation of forms gather all the information needed to
address the review question and the study quality criteria;
• Determining the• need for an MLR for the given topic;
Data extraction: extraction of the data items needed to answer the research questions;
• Defining the MLR
• goal and setting
Data synthesis: up the
synthesis research
of data in such aquestions.
way that the question(s) can be answered.

Figure 6. Multivocal literature review (MLR)

Figure 6. Multivocal literaturephases and phases
review (MLR) steps and
adopted in thisinresearch
steps adopted (adapted
this research (adapted
from [78]). from [78]).

“Reporting the MLR” is the final phase and is very similar to the SLR guidelines
Once the MLR provided
is planned, we proceed
by Kitchenham to the
and Charters [81] next phasetheof
for planning thespecifying
MLR, research, namely
dissemination
“conducting the MLR”. This phase
mechanisms, is divided
formatting the maininto five
report andstages:
evaluating the report.

• Search process 5.and selection:

Planning the MLR identification of primary studies to address the re-
search question,Motivation
application of standard comprehensive search techniques by means
The COVID-19
of defined search strings, pandemic had
and definition ofanthe
impact on organizations,
selection forcing
criteria for huge changes
performing in
the
several areas which had to be made very quickly. Organizations needed to accelerate the
selection process;
use of digital technology and replace various business processes previously performed in
what may be called a “traditional” way with alternative complementary ways of using
technology [82]. The most striking examples were related to work roles that were down-
sized or replaced with technology as a technique to mitigate risks related to infection, while
maintaining productivity. Online channels have become the salvation, both for consumers
looking for products and also for companies looking for alternative ways to place their
products and services on the market. There is a need to implement digital transformation
solutions derived from the current state, which is in continuous progress.
However, organizations can also leverage technology to provide business process and
service innovations and ensure business continuity [15].
Hence, RPA/IPA have recently become key drivers of digital transformation, sup-
porting process automation more efficiently by replacing repetitive tasks performed by
humans and ultimately helping business continuity. Within the domain of business process
management, process automation aims to improve the company’s workflows, reducing
Information 2023, 14, 122 10 of 33

costs, time and waste, as well as increasing productivity, and reducing errors in processes
with technological support, through the application of robotic software to execute tasks.
Another aspect of the motivation for further research in this domain is the fact that
RPA/IPA is being widely implemented in many types of organizations, transforming the
complexity of the IT environment and business ecosystem even more. The response needed
to face new threats and the need to deal with continuous challenges associated with BC is
the driving force behind the eventual need to adopt new procedures in order to prepare
BC to incorporate RPA and build good flexible recovery strategies [25]. However, manage-
ment and practitioners need relevant information to support them in incorporating RPA/
IPA into BC.
RPA has been attracting a lot of attention from the corporate world. However, al-
though it is a popular topic there, academic research lacks in-depth theoretical analysis of
RPA [83]. As a niche area of IT, literature on RPA is rather sparse in terms of its impact
on organizations and consequently on business continuity. Further investigation should
involve a comprehensive assessment of this technology, identifying guidelines for effective
adoption and management and revealing additional factors, as well as the impacts that
influence adoption of RPA technology [84].
Since RPA/IPA is being explored more within industry than academia, resulting in
important inputs from the former [52,85–87], the MLR expands the origins of the sources to
identify and map the most important areas for future investigation related to these two topics.

6. Conducting the MLR

This section describes how the review was conducted, which is the second phase of
the process. In this stage, the research is carried out by searching for information in selected
databases using the pre-defined queries and analyzing the extracted data.

7. Reporting the MLR

This section presents the organization of the research findings on the most important
areas to investigate in the future regarding BC and RPA/IPA.
Our objective is to explore what the (scientific and grey) literature offers in terms
of clues to future areas to be investigated. The results were obtained by analyzing and
compiling the outcomes found in the results and future work sections of the literature that
was analyzed, which led to three meta-themes or clusters: governance, risk management
and compliance (GRC); people, processes and technology (PPT); and business continuity
(BC). These clusters point to the need for further investigation in order to develop an even
more detailed structural research approach to RPA/IPA in combination with business
continuity.
Topics related to GRC are summarized in Table 3, in which the “count” column
indicates the number of articles found during the investigation that are related to a given
topic relevant to each meta theme. Table 4 shows the key findings related to PPT, and
Table 5 shows topics related to BC, revealing a direct concern in the literature with how
to provide resilient solutions to enable businesses to continue to operate in the event of
disruption.
Governance/risk and compliance (Table 3)—commonly known as GRC—is a set
of processes and procedures that aim to define a set of rules to assess the activity of
organizations (audit procedures, policies and strategic management) to help achieve secure
efficiency gains for business objectives, dealing with uncertainty and compliance [16,88,89].
Although it is not a new concept, GRC gained importance as the different types of
risks became more numerous, diverse, complex and damaging, thus making it necessary to
assess the maturity status of organizations [4,90–93].
The literature that was evaluated also indicated that there is a growing interest in
looking for monitoring solutions and a need for new controls to regulate activities in view
of the changes imposed by the introduction of RPA and to ensure compliance with the
regulatory standards [17,64,94].
Information 2023, 14, 122 11 of 33

Table 4 represents the people/processes/technology grouping (PPT) [95] and its

sub-themes which, as autonomous components, are fundamental to organizational trans-
formation and management. In order to achieve organizational efficiency, organizations
need to balance these three components and maintain a good relationship between them.
This grouping refers to the methodology in which the balance of people/processes/
technology produces outcomes: people perform a specific type of work (using certain
capabilities) for an organization using processes (and often technology) to streamline and
improve processes [1,3]. This framework helps to achieve balance within an organization
and is most often used when deciding whether to purchase or implement new technolo-
gies [68]. As these processes now often include different types of technology for diverse
solutions, they can represent an increased risk and need to be evaluated according to the
appropriate standards and guidelines [42,63,96].

Table 3. Group of key findings related to governance, risk and compliance.

Key Areas/Subjects for Investigation Count *

Types (e-governance/corporate/non-corporate/etc.) 26
Audit 18
Governance

Policies 13
Monitoring tools (KPI/Risks) 12
Strategic management 11
Productivity 6
Efficiency gains 4
Types (avoidance/cyber/digital/financial/environmental/monitoring/
organizational/operational/profiling/health and safety/intellectual property 71
protection)
Risk assessment/management 33
Risk

Cybersecurity 29
Security (assessment/data/mindset/management) 14
Privacy and security 6
Enterprise risk management 5
Security orchestration research and practice 2
Compliance

Monitoring 25
Regulatory 25
Controls 17
Regulatory framework 8
* Number of articles found related to GRC and their subtopics.

Technology is nothing without the right people using the right process to help them
and the right guidelines to back them up. Thus, technology should always be the final
consideration once a problem is clearly understood, since technology alone does not solve
problems. If people do not know how to adapt to change, how to use the technology, which
part of the process they are involved in or how to use the process well, technology will not
provide the best return on investment and BC may be compromised [97,98].
Table 5 contains subtopics that have a more holistic view of the organization, but
are related to BC. According to the British Standards Institution (BSI), “Organizational
resilience is the ability of an organization to anticipate, prepare for, respond and adapt to
incremental change and sudden disruptions in order to survive and prosper” [99]. This
helps us to understand that the balance in the people/processes/technology grouping
helps create resilience-driven solutions which, in turn, help to enforce GRC in organiza-
tions, thus making these topics highly relevant [8,100]. This would, for example, help to
avoid disruption in organizations by preparing rapid response/recovery protocols [101].
Understanding which digital or technological threats and impacts are most relevant for
better governance of an organization is also on the agenda in the literature [16].
Information 2023, 14, 122 12 of 33

Table 4. Group of key findings related to people/processes/technology.

Key Areas/Subjects for Investigation Count *

Capabilities to support and ensure BC 69

People
Knowledge work/acquisition/management 16
Human-in-the-loop 10
Change management 23
Framework (conceptual/risk/control) 23
Guidelines 15
Processes
Legislation 8
Workflows (composition and system) 8
Standards (create/implement) 7
Building responding processes and guidelines 7
Tools/technology/skills 4
Security orchestration research and practice 2
Technology

Emerging technologies (types/impacts) 53

Regulatory 8
Regulatory framework 3
* Number of articles found related to PPT and their subtopics.

Table 5. Key findings for BC.

Key Areas/Subjects for Investigation Count *

Resilience-driven solutions 64
Continuity
Business

Governance of new digital/technological threats and impacts 47

Disruption avoidance 33
Preparing just-in-case scenarios 8
Rapid response/recovery protocols 7
* Number of articles related to business continuity and their subtopics.

7.1. Research Areas to Investigate

The authors are aware that this investigation has limitations which future research will
need to address. Hence, in line with the research approach, a set of areas to investigate in
the future was compiled, resulting from an analysis of the outcomes found in the results and
future work sections of the literature. Figure 7 was structured and presented according to
three central elements of our research themes (GRC/PPT/BC). These topics are organized in
relation to RPA/IPA and BC and have been arranged according to their meta-theme/cluster
(GRC/PPT). They emerge from the themes for future investigation indicated in the articles
that were analyzed or themes that raised concerns and need more development, compiled
from the results found in the articles. In presenting the future areas for investigation, we
have added examples from various contexts to make these areas tangible.
Information 2023, 14, x FOR PEER REVIEW 14 of 36

Information 2023, 14, 122 13 of 33

Figure 7.7.
Figure Main areas
Main identified
areas identifiedfor
forfurther
furtherinvestigation.
investigation.
Information 2023, 14, 122 14 of 33

7.1.1. Governance/Risk/Compliance
In the past, governing boards and directors, as well as senior management, could
delegate, ignore or avoid ICT-related decisions. Nowadays, due to the fact that DT and ICT
have become crucial to the support, sustainability and growth of enterprises, this topic has
become a priority that can no longer be ignored [16,24,102–113].

Types of Governance
A total of 27 papers on this topic show that organizations often underestimate the
challenges associated with integrating RPA into their operations, which can leave them
vulnerable to risks and facing additional challenges in implementing controls, therefore
resulting in governance problems [67,70,101,114]. The solution for mitigating risk in RPA
is to follow a strict governance program, and audit rules and controls must therefore be
defined correctly [24,92,94,115–124].

Audit Plans
The implementation of process automation programs using RPA/IPA leads to ex-
posure to high risks compared to typical IT automation processes. By analyzing some
cases from an audit perspective, we uncovered that there are clear changes in process risk
definitions after automation changes in different job functions, impacting access security,
considerations related to application change, strategy, and governance of the RPA environ-
ment. With more complex environments, auditing/assurance of these ET is becoming more
complex than a regular technology audit [26,89,92,118,120,125–135].

Internal Policies
The incorporation of RPA/IPA makes it necessary to adapt or create new internal
policies to be integrated into the BC policy [9,50,136–140]. Organizations should document
all policies and processes and make this information centrally available so that it can be
used for self-learning and training [1,92,132,141].

Types of Risks
A total of 71 results report that some new and disruptive technologies are not well
known or understood and can present a range of unknown types of risks if no mitigation
response is prepared in advance [142–147]. On the one hand, some literature points to
an increased risk arising from the adoption and use of new technologies and the lack of
knowledge of their real impact on organizations, while other authors point to evidence that
technology helps to mitigate many types of risk [137,148–159]. In addition, organizations
need to comply with internal and external regulations and therefore need mechanisms that
enable them to respond to legislative concerns about their process activities. This allows
them to develop a policy approach focus that reflects technological change, evolving to
respond to legislative frameworks and regulatory standards to mitigate risks that arise
from the adoption of new technologies or any other situations [110,160,161]. The Digital
Operational Resilience Act (DORA) is a concrete realization of these concerns applied to
financial institutions [162,163], pinpointing the need to find and implement automated con-
trol mechanisms that are fast and flexible to audit, report, share information, and monitor
organizations so that their data and information workflows can be understood. It enables
their impact on the organization’s risk profile to be controlled, by enforcing the implemen-
tation of security measures and related testing controls when dealing with information and
communication technology (ICT), which also includes RPA/IPA [161,164,165].

Risk Assessment/Management
While RPA can reduce unintended or intentional human errors, adopting RPA/IPA
introduces new risks that companies need to understand and address [96,134,166–169].
One of the many risks analyzed comprises those related to cybersecurity, the failure of
the organization to consider the effects of operational changes on its internal controls,
Information 2023, 14, 122 15 of 33

or forgetting to update its BC plans [64,65,110]. Failure to properly assess/identify and

manage these new risks can erode or limit the entire value created by the adoption of
RPA/IPA [170]. In order to grasp the full impacts of automation, companies must consider
how RPA affects risk across multiple categories and, at the same time, use its potential to
detect those same risks [70,91,171]. For example, AI is attracting great interest as companies
explore its ability to unlock value through improved revenues, customer service, efficiency
and risk management [112,114,120,132,172].
It is imperative that companies re-evaluate existing BCPs, conduct thorough risk
assessments, and identify new vulnerabilities imposed by ET and recent changes in the
way we work [29,52,90,94,153,158,172–176].

Monitoring Solutions
An RPA can monitor an extended set of systems in real time according to a wide
range of policies and controls [13,140]. BC with continuous monitoring mechanisms is
necessary to guarantee the quality associated with the execution of processes, namely for
the monitoring of models associated with cognitive components and, at the same time, the
integration of AI components in RPA processes, from state control of robots to monitoring
changes in their performance [13,48,70,71,94,166,177–179].
As RPA is subject to errors, and resources are needed to ensure detailed monitoring of
their operations. This cannot be achieved by using manually monitored controls or a ‘wait
to see’ approach. Monitoring and exception handling mechanisms are needed, and business
process management systems (BPMSs) can be used to support these types of issues. In
addition to the data collected by RPA/IPA, BPMSs can gather additional information on the
execution, duration of execution or properties associated with compliance. This facilitates
monitoring by revealing when an RPA process does not behave as expected and by creating
alerts leading to immediate maintenance actions on detection of bugs or changes in the
requirements of the source applications [87,89,99,124,132,133,179–190].

7.1.2. People/Processes/Technology
Based on the results obtained, there is a perception that organizations are showing a
growing interest in seeking out what is new and what is to come in
technology [111,177,191,192], although they need to be able to balance these three ele-
ments (PPT) to maintain a good relationship between them [97]. This implies preparing the
workforce (people) to perform their activities (processes) and choosing the correct tools
(technology) to be included [9,24,84,90,104,109,119,120,129,136,141,160,170,178,193–217].

Emerging Technologies
This topic is highlighted in our research in terms of technology, for example in the
relevance of AI that is indicated for leveraging IA by combining the strengths of RPA/IPA,
AI and human intelligence [63,65,68,105,161,169,218–225]. Now that organizations are
beginning to implement technology that has gone beyond the proof-of-concept phases into
live systems, the demand for a structured framework to ensure competitiveness, while also
guaranteeing the ability to meet the demands of security, regulatory compliance, change
management, rapid response to disruptive events and integration with current systems,
has become the order of the day [3,10,42,65,90,91,96,129,141,170,178,179,195–200,226–246].

Change Management
References were found signaling the importance for organizations to prepare hu-
man workers, not only to provide a solid framework for cooperation with RPA/IPA,
but also to mould mentalities and attitudes in relation to change management and new
learning [9,119,212,247,248].
In implementing IA, it will be necessary to provide a basis for designing the fu-
ture workforce that will manage this new reality and also to prepare employees for
Information 2023, 14, 122 16 of 33

the consequences of automation by formulating an appropriate response to managing

change [69,201].
An suitable roadmap with all the steps needed to implement the changes required to
incorporate new technology will avoid risks associated with IT systems, lack of knowledge,
operations and BC (since RPA/IPA do fail and crash) [94,120,126,212,249].

Guidelines
With regard to BC, the Business Continuity Institute (BCI) has compiled a document
containing the current national and international legislation, regulations and standards for
business continuity management [207]. To ensure resilience, organizations need to have
a vision of their capabilities, threats and impacts associated with RPA/IPA and business
continuity, and to develop a knowledge structure that will provide guidelines for each
business unit that uses automation in the execution of its processes [12,85,140,201,228,250].

Capacity to Support and Ensure BC

Furthermore, 69 of the publications argue that it will be necessary to train teams
to support the new processes and activities with new capabilities to support ET and,
at the same time, ensure BC [1,3,25,36,45,62,88,92,107,118,136,169,174,184,193,197,198,202–
204,211,222,231,233–237,251–293].
The interaction between humans and the automation aspects of BP is also a concern,
and guidelines are necessary to regulate these new activities and avoid negative impacts
due to neglect or misuse of the technology. Automation projects are not just limited to
changing processes and technology, since this necessarily entails fundamental changes
in terms of human resources, involving updated skills and responsibilities to respond
to new challenges [42,48,97,131,136,148,175,202,231,294–296]. The initial incorporation of
these initiatives, together with a properly organized change management program, is
of paramount importance to addressing and embracing the human side of the digital
modernization initiative. This is critical to avoid disruption and ensure the business
continuity [3,47,48,62,69,72,92,97,107,118,131,168,177,277,297–299].

7.1.3. Business Continuity

COVID-19 highlighted the fact that most organizations did not have adequate measures
to prepare for BC and disaster recovery [24,34,44,268,300,301], and organizations now realize
that they need to find and implement solutions to make them more resilient [172,290,302–305].
RPA platforms, for example, can help and are recommended for making operations more
intelligent and for building IT and business resilience [214,215,270,304,306–309].
According to the literature that was reviewed, DT can be an enabler of enterprise
resilience since, if it is implemented correctly, it will increase connectivity, transparency,
collaboration and innovation [26,261,310–315].

Resilience-Driven Solutions
In order to become resilient, an organization needs to have the ability to anticipate
problems and know how to prepare to respond or adapt to sudden changes or interruptions
so that it will survive or thrive in the event of disruptive situations [13,25,34,43,47–49,52,82,
90,92,94,99,113,213,226,227,229,247,316–321].
Automation adapts to changing market dynamics among organizations, employees
and their customers in real time. Operations support processes are also being revamped
and will be adapted so that they can respond more quickly to constantly changing environ-
ments [88,152,175,182,193,197,222,230,235,253,322–326].
Digital resilience will rely on several areas, including the following:
• The transformation of manual financial services processes (banking/insurance), to re-
spond to changes in market dynamics with greater flexibility, effective communication
and confidence;
Information 2023, 14, 122 17 of 33

• Optimizing resource management using automation and predictive analytics to deter-

mine where technicians and maintenance personnel should be deployed;
• Enabling rapid business DT with adaptable and resilient business models to en-
hance relationships with customers, and ensure they benefit from greater value
in the process outsourcing services provided, through deeper collaboration and
co-innovation [51,85,100,194,262,268,269,279,280,295,306,307,310,314,326–336].

Governance of New Digital/Technological Threats and Their Impacts

A DT project involves multiple factors in the transformation of the business model,
impacting the entire organization—especially operational processes, resources and internal
and external users—since it involves a major change in habits and ways of working, based
on collaboration and intensive interactions [140,213,259,260,313,326,331,337–346].
These changes present different types of impacts as well as threats, such as those linked to
the incorporation of ET smart products and services, as well as the ways in which organizations
interact with their customers, improve operational efficiency, increase revenue, strengthen the
competitiveness of offerings and improve customer experience. In order for organizations to
have a clear vision of what to expect regarding these changes, it will be necessary to reassess
the risks and their governance practices [93,96,142,153,156,180,198,232,254,304,347–349].
A properly structured program is required for identification and protection against
digital risks, as part of a unified DT plan that includes several elements, such as the
selection of appropriate digital technology and its implementation, and protection measures
against digital threats from new technologies: moreover, it must clearly understand their
(positive/negative) impacts [4,9,14–16,46,47,52,53,90,91,99,121,129,136,177,350,351].

Disruption Avoidance
Avoiding disruption to a particular business service support system or process can
be seen as a contributing factor to operational resilience. However, the phenomena that
lead to disruptions are very complex and non-linear and no satisfactory model has yet been
developed to avoid them or predict when they will occur and what kind of impacts they
will cause. For this reason, the ML and AI techniques associated with RPA/IPA have begun
to be widely used in recent years [8,10,26,85,104,115,131,145,148,152,176,201,204,215,217,
260,272,278,290,295,299,304,311,312,314,325,329–331,352–357].

7.2. Findings
Figure 7 illustrates the proposed framework and is composed of three meta-themes
or clusters: governance, risk management, and compliance (GRC); people, processes and
technology (PPT); and business continuity (BC). These clusters suggest further investigation
in order to develop an even more detailed structural research approach to RPA/IPA in
combination with business continuity. The framework was developed to incorporate
future research areas. It should be noted that the inter-domain touchpoints, shown as “??”,
represent the existing uncertainties to explore, and R1, R2 and R3 are relations that have
already been discussed in the literature but need to be evaluated and further investigated.
All the topics that are synthesized in Figure 7 are findings that were organized accord-
ing to the topics of governance, risk, and compliance (GRC), and to people, processes, and
technology (PPT). All of them are associated with both robotic process automation and
business continuity, showing the direct interest evidenced in the literature with how to
provide resilient solutions to allow businesses to continue to operate in case of disruption.
The PPT cluster in Figure 7 shows the group of people that performs processes that
include technology, emphasizing that organizations need to incorporate in-the-loop knowl-
edge workers with the right capabilities/functionalities to support and ensure BC. More-
over, these workers will need to use processes based on updated guidelines, legislation,
standards and applicable frameworks. The technology enables ET such as RPA/IPA, AI
or blockchain and will balance the two other elements (people and processes) by lever-
Information 2023, 14, 122 18 of 33

aging their capabilities while, at the same time, creating solutions for BC that allow for
organizational resilience.
Another priority emerges from the literature on the enforcement of GRC in relation
to BC topics, which points to preparing organizations to be more resilient and responsive.
Although there are only a few specific topics regarding BC, all the reviewed literature refers
to the association between RPA/IPA/Automation and BC; in this way therefore, all the
constituents of the macro topics contribute in the same way to BC.
The analysis of the GRC cluster revealed quite a few references to topics of interest,
such as the regulatory framework, control, regulatory and monitoring solutions that define
organizational compliance when applying policies, relevant laws, and regulations. Risk
is the macro topic that is attracting most interest in the literature found, and hence it is
necessary to assess which types of risk are raising the most concerns—privacy, security
avoidance, cyber or financial—in order to detect which threats could have a negative impact
on an organization’s ability to conduct business.
Finally, the results for governance in terms of number of publications indicate that in
order to steer an organization towards BC, topics such as auditing, policies, monitoring tools
(applied to GRC), strategic management, productivity and efficiency gains, are on the agenda.
Although it was not the main goal of this research, some evidence of relationships
could be found in the literature. They include governance/cyber risks and business
continuity, expressed as R1 [93], which highlights the need for qualifications for all levels
of the business in emerging areas of risk in the preparation of business continuity plans,
and governance for cyber-attacks, both in the short and long term as a preventive measure.
Another relation found, R2, concerns the role of emerging and intelligent technologies
in the design and development of responsive supply chains, enhancing their capacity to
ensure business continuity [197]. R3 is related to the publication of a legislative proposal
to create a digital operational resilience framework for the EU financial services sector. It
relates legislation, guidelines, and incident and event management from the PPT cluster, on
the one hand, to the GRC cluster for risk assessment, cyber and digital risk themes present
in the business continuity cluster [162], on the other.

8. Conclusions
This study presents an MLR on RPA/IPA correlated with BC, aiming to identify the state
of awareness of RPA/IPA within the BCM lifecycle and to highlight areas for future research.
In the course of our research, we realized that digital solutions providers have started to
publicize and present RPA and IA as a business continuity enabler [220,320,321,358–360].
For professionals, this survey identifies themes that should be on the agenda for BC
and DT using ET. RPA/IPA can be very useful and can leverage daily operations but may
contain risks that need to be properly understood, monitored, controlled and addressed.
Hence, organizations should update their policies and guidelines to ensure they reflect audit
capabilities that allow for secure monitoring of all the changes that are being incorporated
into their businesses. Another important aspect concerns the need to provide the necessary
tools, knowledge and skills to their members, so that they are able to face new challenges
that may arise due to the incorporation of certain kinds of ET.
In providing an initial conceptualization of the interplay between RPA/IPA and
business continuity, as well as presenting and discussing related areas for future research,
we hope our results stimulate broad discussion within the community on the possible
adaptations of processes that have received little attention to date, but which we consider
highly relevant.
The highlighted results are not based on the total number of articles found per cluster,
as many of the articles are associated with a variety of themes, but on the theme that stands
out most in each case.
In the case of the GRC cluster, the subtopic with the most results was the risk topic—
“Types of risks” to be analyzed, associated with IPA/RPA and business continuity. In
the PPT cluster, it was the capabilities associated with people and RPA/IPA required to
Information 2023, 14, 122 19 of 33

support BC that was most underlined. Finally, in the BC cluster, a large number of articles
highlighted the need to find resilience-oriented solutions. These themes will be prioritized
in our future research.
Figure 7 summarizes the findings and can guide academics towards topics that merit
further investigation, namely:
• Which threats and impacts organizations may expect when incorporating RPA/IPA
into businesses;
• Mapping risks emerging from the use of RPA/IPA and finding ways to mitigate them;
• Resilience-driven solutions for dealing with known threats and impacts, in particular
those emerging from the use of RPA/IPA;
• The new capabilities associated with RPA/IPA that are more useful in terms of sup-
porting and ensuring BC;
• Ways to incorporate governance measures to deal with new RPA/IPA threats and
impacts and avoid disruption;
• Correlation of all the identified topics with BC and RPA or IPA, in order to find
solutions that can mitigate possible risks, while at the same time taking advantage of
their benefits;
• ICT support for all the innovative and complex systems used in this new digital
age. Greater digitization, automation, interconnectivity, and also their interdepen-
dency, amplify ICT risks, making society as a whole—and the financial system in
particular—more vulnerable to cyber threats or ICT disruptions. Although the univer-
sal use of ICT systems and the high level of digitization, automation and connectivity
(where RPA/IPA is included) are currently essential features of all global activities,
digital resilience is still not sufficiently integrated into the operational frameworks
of organizations, and there is therefore a need for research into how to evolve in this
area [106,162].
As with many other studies, ours has limitations which future research needs to
address. Most significantly, the areas presented for future investigation were derived from
the individual contributions of researchers working in RPA/IPA and BC and from grey
literature. While we cannot formally claim the integrity and validity of our results, our
approach is in line with common standards and guidelines for conducting qualitative
research. Nevertheless, future research should explore these areas of investigation more
rigorously (e.g., as the subject of Masters’ theses, using exploratory interviews, focus
groups, or the Delphi method).

Author Contributions: Conceptualization, J.B. and R.P.; methodology, J.B.; validation, R.P. and
S.M.; formal analysis, J.B.; investigation, J.B.; resources J.B.; writing—original draft preparation, J.B.;
writing—review and editing, J.B. and Ruben; visualization J.B.; supervision, R.P. and S.M.; project
administration, R.P. All authors have read and agreed to the published version of the manuscript.
Funding: This research received no external funding.
Data Availability Statement: No new data was created.
Conflicts of Interest: The authors declare no conflict of interest.

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