Tom Roar Eikebrokk
email: tom.eikebrokk@uia.no

Dag Håkon Olsen
email: dag.h.olsen@uia.no

Robotic Process Automation and Consequences for Knowledge Workers; a Mixed-Method Study

Keywords: Robotic process automation, RPA, knowledge work, knowledge workers

This paper explores an overly optimistic and tenacious claim in the literature that robotic process automation (RPA) will only free knowledge workers from mundane tasks and introduce more interesting work. We explore this claim and other consequences for knowledge workers using data from a sequential quantitative-qualitative, mixed-method study in Norway. 88 RPA users from different sectors and industries where first surveyed to identify differences in utilization and effects from RPA. Then, differences were explored in 24 in-depth interviews in the public and private sectors, including financial industry, manufacturing, and oil and gas. Results indicate that RPA is used to either layoff or not reemploy knowledge workers, but also to empower knowledge workers with more interesting tasks. Private sector was different from public sector in that private, financial companies have experienced the strongest reduction in the need for employment. RPA often lead to layoffs indirectly, and to reduced need for consultants, especially in financial companies. In contrast, public companies use RPA more for innovations in their service production from increased quality in data registration, handling of invoices, and data migration between systems. We conclude that RPA is maturing as a management tool motivated by cost reductions from reduced employment, and we suggest propositions for further research.

Introduction

The majority of academics occupied with knowledge workers and robotic process automation (RPA) seem to assume that automation will free knowledge workers from highly structured routine and manual tasks (e.g. [START_REF] Aguirre | Automation of a business process using robotic process automation (RPA): A case study[END_REF][START_REF] Lacity | What knowledge workers stand to gain from automation[END_REF][START_REF] Lacity | Robotic process automation: mature capabilities in the energy sector[END_REF] but not lead to lay-offs. For knowledge workers, the liberation from mundane tasks is especially important for their productivity [START_REF] Drucker | Knowledge-worker productivity: The biggest challenge[END_REF]. As a result, this would lead to empowerment of knowledge workers who will contribute to companies through applying their convergent, divergent and creative thinking skills rather than being made obsolete. According to Drucker, the first requirement in increasing the productivity of knowledge workers is to find out what their tasks are, what they should be, and which tasks should be eliminated [START_REF] Drucker | Knowledge-worker productivity: The biggest challenge[END_REF]. Since even knowledge workers have mundane and repetitive tasks, it seems reasonable then, to assume that they will also be subjected to lay-offs following automation.

Knowledge work and knowledge workers are elusive concepts since their content often is defined as the residual after applying intelligent software via machine learning and artificial intelligence tools [START_REF] Boulton | What is RPA? A revolution in business process automation[END_REF]. As the result of dynamic changes in the capability of these technologies, we see a growing number of examples of automation affecting Healthcare workers, Lawyers, Accountants and Auditors, all in areas traditionally described as characterized by knowledge work [START_REF] Boulton | What is RPA? A revolution in business process automation[END_REF].

These assumptions regarding knowledge workers and lack of clarity on knowledge work itself, represent weaknesses in the literature on the applicability and consequences of robotic process automation. As a result, the motive for this study is to contribute to the literature by investigating the following research questions:

How is RPA utilized to transform work in Norwegian companies and what can explain potential differences?

What are the consequences for knowledge workers affected by automation?

The article is organized as follows. In the next section we present relevant studies in the literature on automation and knowledge work. We then describe the combination of methods used to provide information to answer our research questions, before we present results and discuss potential implications for further research and practice.

Theory

In the literature, Robotic Process Automation (RPA) has been defined as: "A preconfigured software instance that uses business rules and predefined activity choreography to complete the autonomous execution of a combination of processes, activities, transactions, and tasks in one or more unrelated software systems to deliver a result or service with human exception management" [START_REF]IEEE Guide for Terms and Concepts in Intelligent Process Automation[END_REF]. Following this definition, the result is reproduction of work done by humans by automating their tasks motivated by cost reductions, flexibility, increased speed and resource utilization, improved service capabilities and quality [START_REF] Marshall | Cloud-based intelligent accounting applications: accounting task automation using IBM watson cognitive computing[END_REF]. In the society, we see a growing number of examples of automation and RPA in many industries including the financial industry with banking, insurance and auditing [START_REF] Moffitt | Robotic process automation for auditing[END_REF][START_REF] Kokina | The emergence of artificial intelligence: How Automation is changing auditing[END_REF], and in public and private healthcare [START_REF] Wasen | Replacement of highly educated surgical assistants by robot technology in working life: Paradigm shift in the service sector[END_REF]. This development of automation can be explained by Drucker [START_REF] Drucker | Knowledge-worker productivity: The biggest challenge[END_REF] who claims that the biggest challenge for companies in the 21th century whether business or non-business, will be to increase the productivity of knowledge work and knowledge workers (p. 79).

Following Drucker [START_REF] Drucker | Knowledge-worker productivity: The biggest challenge[END_REF], six factors define not only knowledge work, but also knowledge workers and their productivity: their tasks can be defined, they are autonomous and responsible for their own productivity, they are continuously innovating and learning, not primarily measured on quantity but rather quality, and treated as "assets" rather than "costs". These factors, following Drucker, except quality, are almost the exact opposite of what characterize manual work and the situation of the manual worker [START_REF] Drucker | Knowledge-worker productivity: The biggest challenge[END_REF].

The definition of RPA above says nothing about the consequences for workers other than that their tasks are automated. Lacity and Willcocks [START_REF] Lacity | What knowledge workers stand to gain from automation[END_REF] and Lacity, Willcocks and Craig [START_REF] Lacity | Robotic process automation: mature capabilities in the energy sector[END_REF][START_REF] Lacity | Robotic process automation at Telefonica O2[END_REF] are often cited in the academic and the practitioner literature, on their argument that RPA will liberate knowledge workers from highly structured, routine and mundane tasks so that they can focus on more interesting work. This optimistic view of the consequences, coupled with RPA's simplicity, where people with no programming skills can start applying RPA after just a few weeks of training, are probably two of the most important reasons for its growing popularity.

The general literature on automation describes a less harmonic picture. Here, the impact of task automation is described as increasingly dramatic [START_REF] Marshall | Cloud-based intelligent accounting applications: accounting task automation using IBM watson cognitive computing[END_REF]. Jobs will disappear or be redefined and new will be created [START_REF] Brynjolfsson | Why workers are losing the war against machines[END_REF][START_REF] Davenport | Just how smart are smart machines?[END_REF]. The driver behind automation is associated with underlying data analytics and cognitive technologies as artificial intelligence (AI), machine learning, big data, and natural language processing. Development in these technologies will enable automation of unstructured tasks that previously were impossible to automate [START_REF] Frey | The future of employment: How susceptible are jobs to computerisation?[END_REF]. As a result, this advancement in cognitive technologies is also challenging the concepts of knowledge work and knowledge workers.

Despite the positive prospects of RPA in the literature, there are few studies available to support the claim that knowledge workers will be freed from dreary tasks to work with more interesting tasks. Logically, when tasks are freed from the knowledge worker, it is likely that a company instead of providing knowledge workers with more interesting tasks, might need fewer knowledge workers and either lay them off or not reemploy new ones following retirement. The literature has not been able to follow pace with the advancement in technology and provides no clear guidelines on the boundaries between work and knowledge work, or between regular workers and knowledge workers. As a result, the concepts of knowledge work and knowledge workers in the literature appear as residuals after cognitive technologies and data analytics constantly push the borders of what tasks can be automated.

To sum up, the literature on RPA is scarce, unclear and lacks studies on the nature and impact of RPA in organizations and of its human and societal consequences in particular. As a result, we still see the widely cited but largely untested claim that knowledge workers will walk free from the negative consequences of automation, as being replaced or laid off. We lack empirical studies that can confirm or challenge this claim, and thus we do not know how RPA is influencing workers through their tasks in organizations, and whether and where automation might support humans or rather be taking over their jobs [START_REF] Ghislieri | Work and Organizational Psychology Looks at the Fourth Industrial Revolution: How to support workers and organizations?[END_REF]. The development in cognitive technologies calls for further theorizing as it challenges central conceptualizations in the literature.

Research Approach

To answer our research questions, we chose a sequential quantitative-qualitative mixed method research design [START_REF] Creswell | Best practices for mixed methods research in the health sciences[END_REF][START_REF] Venkatesh | Guidelines for conducting mixedmethods research: An extension and illustration[END_REF] with data from Norway. A quantitative survey identified differences in the utilization of RPA that were followed up by in-dept interviews. This elicited potential explanations for the identified differences. Additional interviews were used to target effects of RPA on knowledge workers.

The survey was based on a literature review and input from three consultants on RPA, to identify functions subjected to automation: financial operations, human relations, IT, customer-oriented functions, supply chain management, shared services, and operations. The literature also identified potential effects on employment, productivity, innovation and quality. A survey instrument was then developed and included background information, experience with RPA, number of employees, sector and industry, type of functions automated (economy/finance, human relations, IT, customer support, supply chain, shared services, operations, other), and effects from RPA (downsizing, reduction in mundane tasks, reduced costs, increased productivity, increased innovation, increased service quality, general satisfaction). Response format ranged from 1 (totally disagree) to 7 (totally agree). The identification of respondents used snow-ball sampling, since no coherent database of the population exists. The responses were analyzed using SPSS version 22.

The semi-structured interviews included 24 respondents selected after the quantitative results, representing a sequential quantitative-qualitative data analysis [START_REF] Venkatesh | Guidelines for conducting mixedmethods research: An extension and illustration[END_REF]. The interviews were then taped and transcribed, and the qualitative data related to both research questions. Our mixed-method research strategy follows Creswell et al.'s [START_REF] Creswell | Best practices for mixed methods research in the health sciences[END_REF] recommendations, where the analyses should progress in different steps related to the research questions. In interpreting the combined results, qualitative data were used to understand quantitative data and vice versa.

Results

The instrument was distributed to 438 companies receiving 88 responses (20%). 37 respondents were willing to take part in a follow-up interview. The majority of responses (65) came from private companies in the financial industry (23) and 23 responses from the public sector. Average scores indicate that downsizing is not common (2.1-3.4) but slightly more common in the financial industry (3.4) than in public (2.1) and private sectors (2.8). Reduction of mundane tasks is common in public and financial companies (6.0), and cost reductions (5.2-5.8) and productivity effects (5.6-5.9) were also reported in particular in financial companies. Innovation (5.2) and quality improvements (6.1) were more frequently reported in the public sector. The average satisfaction with RPA was positive and equally strong (5.8-5.9). See Table 1 for an overview.

Experience with RPA ranged from 0 and up to 8 or more years. Private sector (1.4) and financial industry (1,6) report longer experience with RPA than public sector (0.7). Public sector reported less than 2 years of experience, whereas the financial industry reported close to 4 years of experience. Private sector reported short of 3.5 years. Independent samples t-test identified systematic differences, see Table 2. To fit the exploratory purpose, p<0.10 and a two-tailed test identified systematic differences to be included in in-depth interviews. Table 2 shows average scores on significant differences in effects of RPA, satisfaction with RPA, and experience with RPA between public and private sector, and between the financial industry and other companies in general. Downsizing is less common in the public than private sector. The financial industry reports more downsizing than other companies. Quality effects are more common in public sector than in private sector, and experience with RPA is lower in the public sector than private sector, and longest in the financial industry. Companies automating operations are more experienced with RPA. The next section describes potential explanations for these differences, identified through in-depth interviews with selected companies that participated in the survey. Following Creswell et al. [START_REF] Creswell | Best practices for mixed methods research in the health sciences[END_REF] it is necessary to select interviewees from survey respondents for a truly mixed method. Of 88 respondents, 37 were willing to participate in a follow-up interview, showing an interest in the topic area. Table 4 shows the distribution of interviewees in the 24 interviews conducted, including their background.

The interviewees had an average of two years of experience with RPA, and three years in the finance industry. Companies primarily automate rule-based and high-volume processes, consistent with the RPA literature.

Functions being automated Back-office tasks were automated in the finance industry, particularly when RPA was first introduced. This included moving data between systems, invoice processing, updating information in legacy systems, customer management, and customer interaction tasks that customers could perform on their own. Most respondents in the finance industry had automated loan application processing, illustrated by respondent 8: "It would take weeks and days, where 10-15 people were working full time on this.

[…] [It now takes] six minutes before the customer gets an offer […] without any employees involved."

RPA was employed in various ways in private sector companies, and the respondent from the supplier industry emphasized two main areas: back-office tasks such as moving data between systems and accounting, and data retrieval from web or internal systems, where system integration or APIs were not sufficient. A respondent from the energy sector emphasized HR tasks as travel expense and payroll. The respondent from manufacturing industry reported supply chain processes, for example quality documentation and document processing. The respondent from the Oil industry reported use of RPA most extensively in finance and control. RPA was employed differently in the public sector, mostly for accounting and logistics that were not emphasized in public health enterprises. Many tasks were automated, such as HR, medical and administrative processes. Respondents from municipalities reported more traditional use of RPA in accounting and invoice processing, and data migration.

Work-related consequences

The finance industry stood out as a special case with longer experience with RPA, and more focused on cost reduction. The respondents pointed at the strategic focus on cost efficiency in their industry. Respondent 10 noted: "Yes, there is a lot of [downsizing] in the finance industry. There are severance packages three times a year." The strong push for cost efficiency can be related to increased competition from new entrants with a strong focus on digital transformation of the industry and the society. This has opened up for new actors, such as Apple and Facebook, where Apple launched Apple pay that forces the incumbent actors to push for more efficiency and innovation in systems solutions and business models. Norwegian banks have therefore invested significantly in new IT technology, which has increased costs and resulting in payroll cost reductions. The largest Norwegian bank (DnB) aims to reduce costs by approximately €200 millions by 2020 using RPA as one of the tools. One respondent [START_REF] Goos | Lousy and lovely jobs: The rising polarization of work in Britain[END_REF] noted that his employer did not reveal the full intension behind RPA: "We got a percentage estimate of the workforce that would be replaced by this. My employer stated quite clearly that no one in Norway would be sacked as a result of this. It was a sales gimmick to make people positive." Another respondent ( 14) from another bank noted that the strategy of headcount reduction started before they implemented RPAbut that RPA has contributed to achieving these strategic goals: "It was a strategic decision taken before we started with RPA […]. RPA has been a very important contributor to achieving these goals." Respondent 10 added that RPA has influenced recruiting --they do not hire new people; they employ RPA instead. Respondent 14 asserted: "We have had a quite substantial reduction in headcount, and we process higher volumes than before we started the layoffs." Both respondent 10 and 14 argued that as RPA was more employed for layoffs, the attitudes among employees become more negative. Respondent The major motivation in the public sector for acquiring RPA was process and service quality improvements. For health enterprises this means freeing up health workers form administrative tasks to patient care. Respondent 4 noted: "We have very little focus on [cost reduction].

[…] if you save a few hours for a Chief physician, you don't reduce his hours, and he will spend his time more effectively on the tasks that he should perform, for example with the patient. […] for us it is more freeing up time, and to a great extent [achieving greater] quality." Respondent 13 corroborated and noted that a major goal with RPA was to increase patient security and freeing up health personnel from administrative tasks. One respondent from a municipality noted that cost efficiency was a major motivation for acquiring RPA as an inexpensive way to solve systems integration and that RPA reduced the need for new employees with payroll cost reduction over time.

Consequences for knowledge workers All companies interviewed pointed at positive consequences from more efficient work processes with fewer routine tasks, and at new and more important tasks for the company. These tasks were also more meaningful for the employees. Respondent 16 from the public sector asserts: "It has been a change in tasks where those tasks we still do are those that need human judgement, but we have got rid of those boring tasks […] so we can concentrate on new and unsolved tasks". Respondent 15 from a wholesale company adds: "In our case, workers work more with sales tasks which leads to better market relations and increased sales -this is what makes a salesperson valuable". Respondent 19 from a bank argues: "They [workers] do other and newer tasks because it [RPA] frees up capacity to prioritize differently and learn from new insight into process and technology". Respondent 18 from an energy company also point at learning: "In those processes where we have had a full-time employee, we are working to find new alternatives for them. Out in the business units there are plenty of tasks to do, so business units are challenged to making sure that we learn to create value in new ways". Similar stories are told across industries and sectors. Companies point at the increased efficiency created by the removal of routine task, which has created opportunities to take on new tasks and to learn new skills. This means that knowledge workers are freed from mundane tasks and given new and more meaningful opportunities. Still, this is not the whole story. Most companies were reluctant in admitting that knowledge workers could lose their jobs. Rather, they argue that they meet downsizing with automation or that retirement will not be met by recruitment, as respondent 24 from a bank asserts: "We have removed tasks from the regional offices, which has made us downsize through retirement without laying people off". Respondent 22 from an energy company points to other effects: "We have some consultants in the company, so one alternative is not to hire so many of those and [thus] create more value per employee".

Respondents from the public sector and across private industries point at the communication around potential layoffs as challenging. Informant 20 from a bank reports: "Cutting costs can be done in many ways. Everybody thinks immediately that people will be fired as the only way of cutting costs. This is totally wrong because you might rather use their time to do tasks that you so far have not been able to do in the company, including new services and tasks that have been neglected for a long time.

You can simply do more with the same workforce and thus save money". The difficulty of talking about layoffs was further elaborated by respondent 23 from a public company: "You cannot brag too much about how many positions you have saved up because you have to keep managers, workers and unions happy".

Discussion and Implications

This research explored how RPA are used to transform work (RQ1) and what consequences are for knowledge workers (RQ2) in Norwegian organizations. We identified several interesting issues in the quantitative phase that was further explored in the interviews, and in a combined analysis. The main contribution of our work is to refute the assertion that RPA will not lead to layoffs among knowledge workers [START_REF] Lacity | What knowledge workers stand to gain from automation[END_REF].

Our findings demonstrate no reason to believe that knowledge workers are exempt from the consequences of RPA. While RPA has mainly been seen as a tool for liberating knowledge workers from tedious tasks, we found that RPA is indeed used for layoffs among knowledge workers, particularly in the finance industry. This industry has longer experience with the RPA than other industries and the public sector in our data, and it is reasonable to assume that financial companies are among the most mature RPA users. The finance industry had significantly more reduction in headcount than the other industries. The interviews showed that the reduction came from reduced hiring and layoffs, even though RPA in one instance was sold in as not leading to layoffs, but indeed used in this way eventually. This contrasts case studies of Lacity, Willcocks and Craig [START_REF] Lacity | Robotic process automation: mature capabilities in the energy sector[END_REF][START_REF] Lacity | Robotic process automation at Telefonica O2[END_REF] and the assertion that RPA will not lead to layoffs among knowledge workers [START_REF] Lacity | What knowledge workers stand to gain from automation[END_REF]. One might ask why the myth that RPA will not lead to layoffs for knowledge workers seems so persistent? Obviously, being open with the fact that knowledge workers risk losing their jobs would create socio-political resistance against RPA. Resistance from knowledge workers is probably more challenging than resistance from regular workers, and silence to avoid resistance, combined with the likelihood that reduced need for knowledge workers emerges over time, stand out as a potential explanation for the myth. Until recently, it was perceived that jobs susceptible to automaton were in the middle of the workforce skill spectrum [START_REF] Frey | The future of employment: How susceptible are jobs to computerisation?[END_REF], leading to a decrease in jobs in this skill spectrum [START_REF] Goos | Lousy and lovely jobs: The rising polarization of work in Britain[END_REF]. Technological development in cognitive IT technologies such as AI and machine learning enables automation of tasks that require human judgment [START_REF] Kokina | The emergence of artificial intelligence: How Automation is changing auditing[END_REF][START_REF] Marshall | Cloud-based intelligent accounting applications: accounting task automation using IBM watson cognitive computing[END_REF]. We argue that when RPA applications are programmed to access such cognitive IT applications, they can automate most knowledge worker assessments and reduce the need for most types of knowledge workers.

Studies of RPA implementation indicate that 30-50% of projects fail (Hindle et al. 2018 according to [START_REF] Moffitt | Robotic process automation for auditing[END_REF]) and one important reason is lack of stakeholder buy-in. We argue that it is important that management is realistic and open about the consequences of RPA adoption, and not paint an unrealistically positive picture. The management of any organization will always be looking for ways to improve the bottom line, and we argue that RPA is a handy tool for reducing personnel costs. We further conjecture that RPA will enter the management's standard toolbox as organizations become more mature RPA-users, and RPA will be used to reduce personnel costs. For organizations needing to reduce costs and improve efficiency, like businesses in the finance industry, layoffs are relevant. Thus, we raise the following proposition: P1: As organizations gain experience with the RPA technology, they will use it more extensively for reducing personnel costs, including laying off among knowledge workers.

The finance industry has little room for differentiation [START_REF] Campbell-Hunt | What have we learned about generic competitive strategy? A Metaanalysis[END_REF][START_REF] Kim | Value innovation: The strategic logic of high growth[END_REF] and experiences a strong focus on cost leadership and efficiency. It not surprising that RPA has been utilized for achieving cost reduction. We believe that the same logic applies for any industry with a low differentiation, and for companies with a cost-leadership strategy in any industry. We therefore argue that organizations or industries with little differentiation, and thus a strong focus on cost leadership, will find RPA attractive for reducing costs. We raise the following propositions: P2: Industries with little product or service differentiation will use RPA more for reducing personnel costs, including laying off knowledge workers. P3: Organizations with little product or service differentiation will use RPA more for reducing personnel costs, including laying off knowledge workers.

Second, public sector organizations had a limited focus on personnel cost reductions from RPA and instead focused on increasing service quality by freeing up personnel from administrative tasks. RPA can be a valuable tool to improve public sector services, especially in public sector health enterprises struggling to cope with a growing need for elderly healthcare in Norway as in other industrialized countries. We saw that municipalities used RPA for reducing payroll expenses, and we argue that even if organizations in the short term may use RPA to free up knowledge workers for more meaningful tasks, RPA will eventually enter management's standard toolbox, and be used to cutting personnel costs among knowledge workers. Some benefits will be achieved by giving employees new job assignments, but we argue that knowledge workers are not exempt from economic reality and may become redundant. We expect that RPA will lead to layoffs of knowledge workers, and we forward the following propositions: P4: RPA will be used to improve service quality in the public sector. P5: RPA will lead to layoffs among knowledge workers in the public sector.

Third, quantitative analysis showed that organizations with the longest experience with RPA in operations had larger effects from cost reductions, innovation, quality and reduction of mundane tasks. These findings illustrate that operational tasks are the most important application area related to the creation of products or services. In the finance industry such processes could be loan application processing, and in the manufacturing industry it could be quality documentation processing. Further research should address how RPA is utilized in various functions and look at variations in the effects.

Our exploratory study has several limitations. First, no database of companies using RPA existed at the time of study, necessitating a snowball sampling with low control with how the sample represents the population. Second, automation with RPA is highly dynamic and change as new cognitive technologies emerge, challenging our use of concepts related to automation and knowledge work.

Table 1 .

 1 Average scores on effects of RPA in public and private sector, and financial industry.

	Organizations	Public sector		Private sector		Financial industry
	Responses	n	x ̅	S	n	x ̅	S	n	x ̅	S
	Downsizing	19	2.1	1.3	62	2.8	1.9	22	3.4	1.9
	Cost reductions	19	5.2	1.7	63	5.5	1.6	22	5.8	1.5
	Productivity	19	5.6	1.6	63	5.7	1.5	23	5.9	1.4
	Innovation	21	5.2	1.8	63	4.9	1.7	23	4.6	1.7
	Quality improvements	20	6.1	0.9	64	5.5	1.6	23	5.6	1.8
	Fewer mundane tasks	20	6.0	1.3	64	5.6	1.8	23	6.0	1.7
	Satisfaction with RPA	20	5.8	1.5	65	5.9	1.0	23	5.9	1.2
	Experience with RPA	23	0.7	0.5	65	1.4	1.2	23	1.6	1.2

Table 2 :

 2 T-test to identify systematic differences between effect scores.

	Organizations	Public vs Private sector	Financial vs Other
	Responses	Mean difference	Sig.(2tailed)	Mean difference Sig.(2-tailed)
	Downsizing	-0.68	0.083	1.070	0.028
	Cost reductions	-	-	-	-
	Productivity	-	-	-	-
	Innovation	-	-	-	-
	Quality improvements	0.55	0.058	-	-
	Fewer mundane tasks	-	-	-	-
	Satisfaction with RPA	-	-	-	-
	Experience with RPA	-0.65	0.001	0.48	0.10

Table 3

 3

	reports whether effects from RPA are related to the functions being
	automated. Two functions were different from functions in general -
	economy/accounting, and operations. Companies who automate economy/accounting
	functions experience less downsizing than those who automate other functions.
	Companies automating economy/accounting functions report significantly less
	experience with RPA. Companies choosing to automate operations, experience more
	downsizing than companies selecting other functions. The same appears for
	innovation, quality and reduction in mundane tasks, where companies automating

Table 3 :

 3 T-test of systematic differences in effects from RPA between automated functions.

	Automated Functions	Economy/accounting (n=31) vs.	Operations (n=28) vs. other
		other functions		functions
	Responses	Mean difference	Sig.(2tailed) Mean difference	Sig.(2tailed)
	Downsizing	-0.97	0.024	1.11	0.028
	Cost reductions	-	-	-	-
	Productivity	-	-	-	-
	Innovation	-	-	0.69	0.052
	Quality	-	-	0.82	0.004
	Fewer mundane tasks	-	-	0.82	0.010
	Satisfaction with RPA	-	-	-	-
	Experience with RPA	-0.40	0.085	0.68	0.014

Table 4 :

 4 Roles and affiliation of Interviewees

	Respondent	Role	Industry	Sector	RPA Experience
	1	Project manager	Municipality	Public	2 years
	2	RPA team leader	Health	Public	2 years
	3	Value chain coordinator	Manufacturing	Private	3 years
	4	Project manager	Oil	Private	2 years
	5	Development leader	Insurance	Private	3 years
	6	Automation architect	Bank	Private	3 years
	7	Project leader/coordinator	Energy	Private	2 years
	8	RPA analyst	Bank	Private	3 years
	9	Project manager	Bank	Private	3 years
	10	Strategic manager	Bank	Private	3 years
	11	Advisor	Health	Public	n/a
	12	Process analyst/specialist	Bank	Private	4 years
	13	IT and development leader	Supplier	Private	2 years
	14	Development leader	Municipality	Public	2 years
	15	CEO	Wholesale	Private	2 years
	16	RPA team leader	Public authority	Public	1.5 years
	17	Senior advisor RPA	Health	Public	2 years
	18	RPA team leader	Energy	Private	1.5 years
	19	Development leader	Bank	Private	2.5 years
	20	Manager robotics	Bank	Private	3.5 years
	21	Business developer	IT Infrastructure Private	3.5 years
	22	RPA manager	Energy	Private	2 years
	23	RPA advisor	Municipality	Public	2.5 years
	24	Project manager	Bank	Private	3 years

  [START_REF] Lacity | What knowledge workers stand to gain from automation[END_REF] noted that "People are afraid of losing their jobs[…]. Those who [work in the processes] are not always the ones that are most willing to assist [with the RPA effort]." The picture is not as dramatic in other industries. Cost reduction and efficiency were a major motivation but without significant effect on layoffs. For many companies, RPA is a way to manage growth and higher process volumes. The respondent from the energy sector noted that there was a push for both cost efficiency and digital transformation.

He asserted: "It has been a strong focus on innovation. [..] There has not been a lot of innovation in this industry […] but [we] are in a technology shift in relation to digitalization. This comes from corporate management." Respondent 5 from the manufacturing industry corroborated that digital transformation was a driver for change and noted: "we have seen that we can achieve massive cost reductions from using digital technologies. [It implies] new ways of working." Respondent 9 from the energy industry commented on headcount reduction: "No, it is not the goal with RPA. It is more value adding work, pleasurable, less 'mouse arm' and such that are the benefits." This was supported in the manufacturing industry where respondent 6 noted: "We have not laid anyone off, and we have no intentions of doing that. […] people have too much to do. […] there is always something else that you can fill your days with […] that is more value adding or reasonable." The respondent from the supplier industry reported no layoffs due to RPA because of more customers and work, and that it is too early to tell if RPA will lead to layoffs: "We grow without [hiring] new people. […] RPA is a way to handle a part of the growth."

Acknowledgements. The authors will acknowledge Admir Begovic, Ole Aarsnes, Christian Thorne, and Erik Zetterquist for their work in collecting survey data and conducting the interviews.


Carmen Doyle

Lisa F Seymour

Governance challenges constraining Business Process Management: the case of a large South African financial services corporate

Keywords: Business Process Management Governance, Business Process Management, Financial Services

Obtaining and maintaining a competitive advantage is vital for profitdriven organizations. Business Process Management (BPM) and the governance thereof offer such organizations a framework of management practices within which to achieve this goal. The objectives of this study were to identify and describe the BPM governance challenges that constrain BPM in large South African corporates as BPM in South Africa had not previously received any comprehensive BPM governance focus. Additionally, the BPM and BPM governance bodies of knowledge lack literature on studies focused on BPM governance challenges. Qualitative research methods were utilized to collect useful and descriptive data through secondary document collection and interviews in a single case study. The study confirmed eight of the literature-identified governance challenge themes that constrain BPM and contributed eleven new BPM governance challenge themes to the BPM and BPM governance body of research.

Introduction

Business Process Management (BPM) is a considered, all-encompassing solidification of process practices sharing a common belief that an approach centered on processes leads to significant advancements in system compliance and performance [START_REF] Brocke | The Six Core Elements of Business Process Management[END_REF], [START_REF] Grela | Measurement of business processes[END_REF]. Increased resource availability, awareness, attention, and formalized responsibility facilitate an increase in BPM success [START_REF] Hernaus | How to go from strategy to results? Institutionalising BPM governance within organizations[END_REF]. Though BPM has yielded some success, and despite significant organizational investments in BPM activity, BPM still experiences implementation and expansion challenges [START_REF] De Bruin | Business process management: theory on progression and maturity[END_REF]. These challenges relate to organizations' inadequate grasp of their methodologies. Additionally, organizations often apply adhoc, instead of organization-wide (org-wide), enhancements that yield more effective and longer-term results [START_REF] De Bruin | Business process management: theory on progression and maturity[END_REF], [START_REF] De Boer | Assessment model for organizational business process maturity with a focus on BPM governance practices[END_REF]. It, therefore, is apparent that an understanding of the various aspects that facilitates BPM success remains vital [START_REF] De Boer | Assessment model for organizational business process maturity with a focus on BPM governance practices[END_REF], [START_REF] Kohlbacher | The effects of process orientation: a literature review[END_REF]. To this end, BPM provides a governance structure that regulates the modernization of always-transforming businesses and org-wide value chains [START_REF] Grela | Measurement of business processes[END_REF]. BPM governance's impact is far-reaching. It allows organizations to monitor and scrutinize their BPM practices, BP performance, and outcomes. BPM governance, furthermore, helps to rank the importance of BP improvements, increase the organization's capabilities, and manage downstream improvement initiatives [START_REF] De Boer | Assessment model for organizational business process maturity with a focus on BPM governance practices[END_REF], [START_REF] Syed | Getting it right! Critical Success Factors of BPM in the Public Sector: A Systematic Literature Review[END_REF]- [START_REF] Spanyi | The Governance of Business Process Management[END_REF]. Still, enterprises often struggle to address BPM challenges effectively [START_REF] Markus | Business Process Governance[END_REF], [START_REF] Niehaves | Business Process Governance: Theorizing and Empirical Application[END_REF]. The literature is unable to assist as it lacks empirical examination of the business aspects that cause governance-related challenges in BPM. Hence the grand challenge from the BPM 2019 conference that we "take a more empirical angle in our work, trying to identify genuine issues that organizations are facing" [START_REF] Recker | The Panel Discussion at BPM 2019[END_REF]. To contribute to this knowledge gap, this study's research question was "What are the governance challenges that constrain BPM in a large South African financial services corporate?" Thus, this paper aimed to describe the corporate's governance-related BPM experiences. The sections that follow provide an overview of the relevant literature, detail of the research method and case description, the results of the findings, followed by research limitations and suggested future research.

2

Literature review

This section summarises the literature on BPM, BPM governance, and governancerelated BPM challenges. The study's theoretical framework is then discussed, followed by the literature summary. BPM interest remains on the rise [START_REF] Syed | Getting it right! Critical Success Factors of BPM in the Public Sector: A Systematic Literature Review[END_REF]. Since companies employing BPM practices elevated their levels of interest in the realization of BPM benefits, BPM methodology skills have become sought-after. Benefits realization is achievable when these organizations follow a BPM framework. Frameworks should be well-thought-out to enable BPM understanding as enterprise expertise instead of insulated process improvement initiatives [START_REF] Trkman | The critical success factors of business process management[END_REF]. BPM's comprehensive nature and environment also require a framework construction such that it supports its complexity breakdown [START_REF] De Bruin | Using the Delphi technique to identify BPM capability areas[END_REF].

Much research on governance, its meaning, relevance, and benefits are evident in the literature. It is, therefore, no longer perceived as a new concept [START_REF] Doebeli | Using BPM governance to align systems and practice[END_REF]. BPM governance focuses on process assets as quantifiable assets [START_REF] Doebeli | Using BPM governance to align systems and practice[END_REF]. This research study adopts the comprehensive view that BPM governance comprises a management framework aimed at guiding all BP-related decision-making and design. Thus, it focusses on the functional, cross-functional, and cross-business unit, org-wide initiatives, and all of its BPM-related practices [START_REF] Brocke | The Six Core Elements of Business Process Management[END_REF], [START_REF] Markus | Business Process Governance[END_REF]. Cited BPM governance elements include BP standards, BP roles and responsibility, BP objectives, control methods, assessment methods, governance structures, architecture, and infrastructure [START_REF] Santana | BPM Governance: An Exploratory Study in Public Organizations[END_REF].

Theoretical Framework

This study examines governance challenges that constrain BPM, to assist Table 1 represents BPM governance challenges derived from the literaturewhich was derived as follows. Firstly elements and their challenges were identified from the literature and then re-categorise into a known BPM governance framework selected to guide the data collection. Secondly, the researcher rationalized the BPM governance categories, themes, and sub-themes identified in the BPM governance frameworks found in the literature. These frameworks are 1) the de Bruin and Rosemann BPM Maturity Model [START_REF] De Bruin | Using the Delphi technique to identify BPM capability areas[END_REF]; 2) the Bhat & Fernandez elements of BPM Governance [START_REF] Bhat | Successful Patterns of BPM Governance: A Case Study[END_REF], and 3) the Spanyi BPM governance framework checklist [START_REF] Spanyi | The Governance of Business Process Management[END_REF]. Next, the researcher mapped the six literature-derived BPM governance categories, along with their themes and elements, to the five capability areas contained in the de Bruin and Rosemann BPM Maturity Model's governance factor [START_REF] De Bruin | Using the Delphi technique to identify BPM capability areas[END_REF]. The five BPM governance capability areas are 1) Process Management (PM) Decision-making; 2) PM Roles and Responsibilities; 3) PM Metrics and Performance Linkage; 4) PM Standards; and 5) PM Controls. Lastly, the researcher removed the BPM governance elements as they were useful to the framework construction only for categorising the corresponding challenges. Despite BPM governance's significant role within organizations and, particularly in BPM initiatives, it is still an unsuitably addressed enterprise issue. Management commitment remains essential to attain favorable BPM maturity and to transform strategy into realized benefits. Still, as organizations are not able to effortlessly commit, these challenges persist and effective org-wide deployment of these elements' progress remains slow and minimal. The literature review did not surface any studies that have comprehensively examined BPM governance challenges. Thus, the need for the comprehensive examination of BPM governance challenges in all business sectors, industries, and context is substantiated.

Method And Case Description

The study's research question, research objectives, research strategy and literature guided the data collection. The research objective was to identify and describe governance challenges constraining BPM in large South African financial services corporates.

The study embraced a subjective ontological stance and an interpretivist epistemological stance, which promoted understanding the research participants, their interactions, and their impact on the world around them [START_REF] Cussen | How can Local Communities use Effectuation to Increase Local Economic Growth Within Existing Levels of Government Support?[END_REF]. The purpose of the study was descriptive, and qualitative research methods were employed. By using a case study research strategy, the study described the BPM governance challenges experienced and perceived by the case organization, as well as the complexities that influence these experiences [START_REF] Myers | Critical Ethnography in Information Systems[END_REF], [START_REF] Bhattacherjee | Social Science Research: Principles, Methods, and Practices[END_REF]. The single case study organization was known as InvestCo throughout the study to ensure anonymity. At the time, the primary author had been in the case organization's service for many years. Thus, the author had a fair understanding of its strategic objectives and culture. InvestCo was selected for this research study because 1) it is considered one of the largest private sector investment managers in South Africa with an employee count of over 500 and several branches over the breadth of the country; 2) it has not officially adopted BPM; 3) though its maturity level was low, it had established process management practices. The eight participants in Table 2, were purposely sampled. InvestCo's Managementlevel employees were deemed more likely to contribute to a broader view of the role of BPM governance and its enterprise-wide impact on their organization. InvestCo's organizational permission was secured after the study received university ethical clearance.Useful and descriptive data was obtained through semi-structured interviews with the relevant subject matter experts within the organization. Secondary data (Table 3) was obtained through document collection to achieve triangulation [START_REF] Saunders | Research Methods for Business Research[END_REF]. The interview protocol ensured that participants were informed of the study's purpose and allowed the flexibility to adjust the interview to suit the outcomes of the individual interviews [START_REF] Birmingham | Using Research Instruments-A Guide For Researchers[END_REF]. After transcribing all interviews, thematic analysis of the data was performed iteratively using Nvivo, and themes were inductively coded as they emerged from the data following Braun and Clarke's method [START_REF] Braun | Using thematic analysis in psychology[END_REF]. The analysis took place concurrently with the data collection [START_REF] Saunders | Research Methods for Business Research[END_REF]. The secondary data was analysed in the same wasy as the primary data. The first phase included reading and rereading the data and noting initial ideas. The second phase resulted in initial coding. In the third phase the codes where collated into themes and in the fourth phase the themes were iteratively reviewing by re-reading all text. The final two phases included naming and renaming themes and slecting vivid extracts for each theme. The literature-derived theoretical framework merely served to guide the study and categorization of themes that emerged from the data. The principle of contextualization acknowledges that contextual differences bring about variances in experiences, perceptions, and understanding [START_REF] Klein | A Set of Principles for Conducting and Evaluating Interpretive Field Studies in Information Systems[END_REF].

Research Findings

This study aimed to describe the BPM governance challenges experienced in the financial services industry. Through the thematic analysis of the research data, the study derived 19 BPM governance-related themes and 31 BPM governance-related subthemes. A discussion of the themes appearing now follows. The theoretical framework employed in this study served as a lens for the categorization of the themes to render the research findings comparable to the literature.

Lack of PM Controls

The thematic analysis of the data highlighted six PM controls-related challenges. Table 4 reflects data excerpts related to the challenges discussed.

Difficulty with capacity constraints. The organization's capacity-related challenges pertained to resourcing difficulty, workforce retention, and the complexities around skilled recruitment. Technical debt was said to include the nice-to-have BP improvement initiatives that, due to strategic priorities, higher priority focuses, and capacity constraints, never reach the top of the list.

A boutique will have BPs mapped, and their business process is its IP (intellectual property), which is why it stays inside the boutique." [RP06]

Lack of pre-change control rigor. Lack of pre-change control rigor challenges comprises a lack of solution design rigor, data governance, and problematic sub-team cultures. Thus, the understanding of BP change requests and implementations need to be adjusted. Adequate data governance is required as data-related updates have a potentially more significant impact on the organization.

Impact of external parties on BPs.

The participants mentioned that external parties that often impact the organization's various BPs included their outsourced administrator, data vendors (includes the economic markets), and regulatory bodies. When incidents, originating with the outsourced service provider or data vendors, occur, all business-as-usual activity ceases until the issues are resolved.

Lack of BPM architecture. Although all BP artifacts are available and accessible, awareness is lacking, and storage of these artifacts are not centralized. The lack of dedicated storage resources and policies cause much frustration, particularly when artifacts are stored in multiple locations with various version numbers.

Risk around remaining manual BPs. Concerns exist around the organization's few remaining manual BPs. The secondary data suggests the challenge lies somewhere between business-and-IT oversight and prioritization. These issues are possibly brought about by the capacity constraint difficulties mentioned earlier.

Lack of established BP controls and criteria.

There is the perception that the organization does not have a high-level process management plan. This perception exists as the organizational structure necessitates role-based access and permissions.

Lack of PM roles and responsibilities

The thematic analysis highlighted nine PM roles and responsibilities-related challenges. Table 5 reflects data excerpts related to the challenges which are now discussed.

Difficulty resulting from the business unit (BU) structuring. Participants shared that the way in which the organization structures its business units and its lean strategic stance of managing income and costs were at the root of the challenges that they are experiencing. The secondary data supported the participants' experiences.

Lack of governance structures.

There was no mention of an officially defined obligation to adhere to BPM or BPM governance. All participants mentioned that their BPM and BPM governance roles were informal. Furthermore, there was a strong sense that cost-saving, and not BPM, had been the strategic goal for the last few years.

Lack of BPM roles and governance discipline.

No-one is formally driving BPM in the organization. Concerns exist about the organization's perception that documentation of BPs ownership resides in IT. Additionally, concerns exist about the current inability to track BP ownership activity once the BP is handed over to the business.

Ineffective BP Design Process. Challenges experienced when the upfront BP design process does not include Information Systems and IT representatives. Often, the business will only discover this oversight when the solution encounters its first exception in a production environment.

Lack of BPM principles and practices.

The challenges that participants mentioned included the fact that no-one was monitoring business activity, or whether they employed BP standards and best practices. Furthermore, no enforcement of best practices was evident in this regard.

Resistance to change. Some of the business units' resistance to change relates to the fear of redundancy. Therefore, they have not been able to embrace the opportunities that automation delivers.

Division of loyalty.

Process owners lack authority. Thus complexities, such as capacity constraints, appear to exacerbate the problem. This complexity is particularly true when process managers attempt to manage their BPM initiatives.

Lack of catalog management. Process catalogs are lacking and would serve as upfront communication around the business' service offerings and process involved with securing those services. In the absence of such a catalog, it is particularly challenging to coordinate building-block BPs.

Ineffective BP prioritization. Various managers review and prioritize work packages. Thus, when the last manager reviews a business units' work package list and, their opinion of priority may differ from another manager's opinion. Such an initiative may then unnoticeably drop of the worklist, or execute without an actual business need.

"Every request should have an associated BP -which also speaks to this idea of a service catalog which has come up." [RP06]

Ineffective BP Prioritisation (C15) Different subject matter experts log or create the work packages; there might be underlying differences in the interpretation of exactly how fair the alignment is with the strategy. [RP01]

Lack of PM Standards

The thematic analysis of the data highlighted two PM standards-related challenges. Table 6 reflects data excerpts related to the challenges which are now discussed.

Lack of BP documentation standards. BP documentation that does not include the process' key risk areas, escalation points, or frequently asked questions is often the result of ineffective BP's. The lack of secondary data supports the participant's views that the organization does not currently enforce any particular BPM standard and very few BPM governance standards.

Ineffective employee assessment. Unclear links exist between the management of BPs and the organization's incentive reward system. Though the secondary data lightly hinted at his link, the association could easily be overlooked when the staff has a small window to read non-BP related communications. Non-standard requests do not have existing BPs and often result in dissatisfied clients.

Lack of PM and performance linkage

The thematic analysis of the data highlighted two PM metrics and performance linkagerelated challenges. Table 7 reflects data excerpts related to the challenges which are now discussed.

Ineffective business unit monitoring capabilities.

A concern exists that business units might not all have useful monitoring capabilities. All of the participants felt that the lack of regular BP review was capacity-related.

Ineffective performance review criteria. The organization's consideration of the criteria that determined the effectiveness of their BPs' performance is lacking. The missing criteria relate to framework-fit and effective use of staff and teams.

Discussion

The discussion of the research findings was used to answer the research question, "What are the governance challenges that constrain BPM?"

Conclusion

This paper described South African Financial Services governance-related BPM experiences. This study found support for eight of the existing BPM governance challenges identified in the literature. The matching challenges were those that could be generalized across multiple organizations and industries. Additionally, the study has added contextual variation to existing themes, as well as introducing eleven new themes. This empirical study contributes to the BPM and BPM governance body of research in two ways. The study contributes to practice in that its comprehensive BPM governance theoretical framework, together with the literature-derived BPM governance elements framework could hold great value for future top management BPM and BPM governance-related decision-making in financial services and similar organizations. Not forgetting, though, that any framework should be adjusted to suit the context in which it is used. The study contributes to theory, in that it provides an initial contribution to BPM governance challenges-focused research. The specific research focus may limit the generalizability of the study's findings. The following research limitations are inherent in the study. Single case studies' research findings and their application may not be generalizable. Instead, this study's findings relate to financial services organizations with informal BPM and BPM governance practices and low BPM maturity levels. Additionally, the collection of more abundant data would have compromised the case organization's competitive and strategic advantage. The main author's proximity to the case organisation introduces potential bias, the possibility exists that the analysis process may have resulted in some inaccuracies. The literature review identified that research gaps remain concerning BPM governance challenges-focused research. South Africa was the deliberate focus as the literature review indicated that a comprehensive examination of the governance challenges constraining BPM had not yet been conducted in the global context, developing context, or the South African context. Therefore, we encourage researchers and practitioners to conduct further empirical studies of the same or similar phenomena, using different research paradigms. Such studies would yield incredibly rich and comprehensive contributions to the BPM and BPM governance bodies of knowledge.

Table 1 .

 1 A summary of the literature-derived BPM governance challenges

	Category	Related Challenges	Authors:
	PM Stand-	Lack of Standard methods	[8], [15]-[18]
	ards	Lack of effective BP's
		Lack of robust BPMG frameworks
		Lack of BP enhancement methods
		Lack of Training, skills definition	[8], [15], [17]
		Lack of Adequate incentive schemes
		Lack of suitable academic programs
		Lack of BPM definition and shared vision
	PM Metrics	Lack of Management focus:	[19]
	and Perfor-	How to strategically align BPs to objectives
	mance Link-	Essential Information Systems' strategic alignment
	age	Lack of attainable & complex maturity models	[8],[18]
		Lack of representation of customer and org-wide
		Cooperation needs in popular reference models
		Low Enterprise integration	[15],[17]
		Lack of BP Infrastructure integration	[15]-[18]
		Lack of Internal client infrastructure
		Difficulties relating to Legacy systems
	PM Controls Difficulty with Legislation	[15]-[18]
		Lack of role definition, BPM skilled roles
	PM Roles	Loyalty division (admin and process)	[8], [17], [20]
	and Respon-	Resistance to change
	sibilities	Traditional BPM governance Leadership
		Slow changing executive thinking

Table 2 .

 2 Research participants' business roles

	Position

Table 3 .

 3 Research study-related secondary data

	SDID	Description	SDID	Description
	SDST01-4	PM standards	STDOTH01-03	Case Description
	SDST04	PM metrics and performance linkage	STDOTH02	Case Description
	SDCT01-6	PM controls	STDOTH03	Case Description
	STDOTH01-03	Case Description
	STDOTH02	Case Description
	STDOTH03	Case Description

Table 2 .

 2 PM-controls-related BPM governance challenges

	Theme	Text reference
	Difficulty with capacity	"Technical debt is our biggest problem. We know what we need to
	constraints (C1)	fix, but we run lean teams -Lean, as in our teams are too few for
		how much work needs to be done." [RP06]
	Lack of pre-change con-	"Change Control Forum is to identify ahead of time downstream
	trol rigor (C2)	side effects rather than just before implementation." [RP08]
	Impact of External Par-	"Regulatory changes take precedence over anything that has an im-
	ties on BPs (C3)	pact on daily trading or client reporting, and after that, the internal
		processes that aim to improve the existing world." [RP08]
	Lack of BPM architec-	"Everything is available, and you can find it, it is just that we do not
	ture (C4)	have one, big, process library" [RP06]
	Risk around remaining	"We still have manual BPs, and it brings the risk for errors."
	manual BPs (C5)	[RP07]
	Lack of established BP
	controls and criteria (C6)

Table 3 .

 3 PM roles and responsibility-related BPM governance challengesThe main thing they care about is alpha, and not the data integrity, even though data integrity is central to alpha.[RP08]

	Theme	Text reference
	Difficulty resulting
	from the BU structur-
	ing (C7)
	Lack of governance	"We do not typically think of BPM as a practice in the everyday
	structures (C8)	world." [RP04]
	Lack of BPM roles	"I think what the organization lacks in terms of BPM is someone to see
	and governance disci-	that it gets done, that there are standards implemented, tools used,
	pline (C9)	and best practices implemented." [RP02]
	Ineffective BP Design	"IT is bolted onto the decided upon the business process. Any controls
	Process (C10)	we build are never going to be complete controls." [RP08]
	Lack of BPM princi-	"What is passed on is "Do this," not "Why we are doing this." This
	ples and practices	lack of context leads to people doing what they are told" [RP08]
	(C11)
	Resistance to change	"They are only now starting to speak up because someone has left, and
	(C12)	now realize that they have an issue." [RP06]
	Division of loyalty	"So much pressure … to deal with people that are overworked because
	(C13)	of under-resourcing, and I am not the line manager." [RP03]
	Lack of catalog man-
	agement (C14)

Table 4 .

 4 PM Standards--related BPM governance challenges

	Theme	Text reference
	Lack of BP documenta-	"They sometimes miss critical information that would have an im-
	tion standards (C16)	pact on the effectiveness of that specific business process." [RP01]
	Ineffective Employee	"Initiatives should be better aligned with our rewards recognition
	Assessment (C17)	process.[RP02] "There is frustration on both sides. But, again, that
		is an outcome of poor work management on the part of the influ-
		encer." [RP08]

Table 5 .

 5 PM and performance linkage-related BPM governance challenges

	Theme	Text reference
	Ineffective BU monitor-	"We have not, and I think that might be one of our failings, but the
	ing capabilities (C18)	business is now asking 'how can we get that, as well?'" [RP08]
	Ineffective performance	"Broader criteria such as 'is this allocated to the most applicable
	review criteria (C19)	team?' are not part of the conversation." [RP08]

Table 6 .

 6 Table8contains a matrix of the 19 challenges that emerged from the research study, the codes are in Tables4-7.New themes not found in the literature are indicated with an asterisk. While the dominance of certain challenges can't be simplisticly assigned to the number of text references it does give an indication. The interpretation of the findings also supported that the dominant challenge categories were the lack of PM controls (C1-6) with 79 text references and a lack of PM process roles and responsibilities (C7-13) with 45 text references. The dominant challenge was the difficulty with capacity constraints (C1) with 35 text references. No evidence was found to support the PM Decision-Making category within the case organisation. To mitigate potential bias in the grouping of the challenge, interviewees were consulted during the latter part the analysis process. As most of the organization's functions require specialized skills, the recruitment and retention policies require closer scrutiny to assess how they can aid in reducing the challenges experienced in this area. The lack of BP documentation standards challenge is brought about by a lack of organizational policies and results in inconsistent standards applied by individuals. The next steps for the organization are to address influencing policies, prioritize BPM, and embed the much-needed BPM and BPM governance principles, practices, and training. Summarised comparison of BPM governance challenge themes with Data sources (DS) and Text references (TR) to the literature.

	#	DS	TR	New * /	#	DS	TR	New * /
				Existing				Existing
	C1	8	35	*	C11	3	6
	C2	3	13	*	C12	1	4
	C3	5	12		C13	1	2
	C4	5	10		C14	1	1
	C5	3	5	*	C15	1	1	*
	C6	3	4	*	C16	6	17
	C7	5	11	*	C17	4	9	*
	C8	4	9	*	C18	6	13	*
	C9	3	6		C19	2	3	*
	C10	3	5	*


Prianka Sarker

Dr Laurie Hughe
email: d.l.hughes@swansea.ac.uk

Prof Yogesh K Dwivedi
email: y.k.dwivedi@swansea.ac.uk

Nripendra P Rana

Social commerce adoption predictors: A review and weight analysis

Keywords: Social commerce, Weight analysis, literature review

Social commerce is a rapidly growing platform of e-commerce that utilises social media and online social interaction to build brand awareness and increase sales. Buying and selling through social media can create a reliable and sustainable platform for buyers and vendors, offering an alternative platform to traditional online approaches. Research on social commerce began to achieve traction in 2006 and has grown since with a significant focus from academics who have offered new insight to many of the key topics. This study seeks to offer an additional contribution to the literature by analysing the predictors of consumer adoption of social commerce from existing studies by employing a weight analysis technique. The analysis considered seven dependent variables (along with their best and worst predictors) that are most frequently examined and are relevant to consumer adoption. The review presented in this study suggests that the intention to purchase is the most frequently examined dependent variable and that trust in the social commerce context is a key factor.

1.Introduction

Development and growth of social media platforms (such as Facebook, Twitter, LinkedIn and Instagram) have given rise to a new business model for e-commerce, frequently known as social commerce. Social commerce utilises web 2.0 technology and a specially designed infrastructure to support online communications and user contributions to assist in the acquisition of products and services [START_REF] Liang | What drives social commerce: The role of social support and relationship quality[END_REF]. Social commerce technologies are not only delivering a platform for communication between consumers to vendors as well as consumers to consumers but also creating significant challenges for scholars that have led to the development and validation of new models and theories.

According to e-commerce marketing statistics, 74% of online consumers are relying on social media to guide their purchases, and 60% of businesses have gained new customers through social media within the US [START_REF] Oragui | Social Commerce: 8 Benefits for Your Business[END_REF]. This highlights the importance of social media for facilitating information diffusion and augmenting towards further growth of e-commerce. Social commerce has proved to be an essential platform for online shoppers where consumers can view the product, read reviews, analyse key information and browse special offers [START_REF]15 Must-Have Features for Ecommerce Sites[END_REF]. The use of social commerce drives an active engagement that regularly presents relevant product content within the consumer's news feed and social media interactions. In this way, consumers can interact with others using likes, comments and tagging posts within their friend network. Moreover, social commerce can help to generate loyal and sustainable customers via word of mouth and by supporting other customers to make timely buying decisions [START_REF] Stephen | Deriving value from social commerce networks[END_REF]. There are six dimensions of social commerce that create a sustainable social commerce platform: social shopping; rating and review; recommendation and referrals; forums and communities; social media optimisation; social ads and applications [START_REF] Shadkam | Social commerce dimensions: The potential leverage for marketers[END_REF]. Due to emerging social commerce applications and increasing interest in this topic, researchers have conducted the number of studies to offer an additional contribution and facilitate wider adoption of social commerce platforms. However, in this study, we analyse the role of several different antecedents of social commerce intention and adoption that have been examined within the literature. The analysis revealed that the effect of such antecedents has been inconsistent across different studies in terms of significance and coefficient relationships between independent and dependent variables. No study has yet to conduct a consolidated view of the effect of various antecedents of social commerce intention, use behaviour and other related dependent variables. Also, no study has an attempt to understand the value of the relationships of social commerce adoption. The research model is one of the essential parts of the research. Therefore, it is also essential to understand various independent and dependent variables. However, this study based on social commerce, the research focuses on independent/ dependent variables and relationship that influence social commerce adoption. The study is providing a robust view of the variables that will be supportive of creating a concrete research model. The objectives of this study are to summarise the relationships and analyse the weight of the relationship using the weight analysis technique. This study to gain new insight into the various predictors of social commerce related dependent variables including intention, trust, satisfaction, attitude and urge to buy impulsively. To develop the objectives, this study undertook the following steps: (1) Identify empirical studies that utilised different models, and associated antecedents (predictors) for understanding consumer adoption of social commerce, (2) Conduct a weight analysis using results from exiting studies to determine the importance of various predictors. This paper is structured as follows. Section 2 of this paper briefly describes the research method employed to conduct this study. Section 3 then presents the results from the weight analysis, and the paper is concluded within section 4.

Research Method

The literature has highlighted several types of review studies for a deeper understanding of this area. This review studies were attempt weight analysis method, investigated the theories and model and conducted adoption researches. This studies based on: specific journals e.g. [START_REF] Avison | The beginnings of a new era: time to reflect on 17 years of the ISJ[END_REF], [START_REF] Dwivedi | Profile of IS research published in the European Journal of Information Systems[END_REF], [START_REF] Dwivedi | Profiling a decade of Information Systems Frontiers' research[END_REF][START_REF] Dwivedi | Profiling electronic commerce research published in the Journal of Electronic Commerce Research[END_REF]; methods e.g. [START_REF] Choudrie | Investigating the research approaches for examining technology adoption issues[END_REF]; theories and models e.g. [START_REF] Dwivedi | Re-examining the unified theory of acceptance and use of technology (UTAUT): Towards a revised theoretical model[END_REF], [START_REF] Sarker | Review of Theoretical Models and Limitations of Social Commerce Adoption Literature[END_REF], [START_REF] Weerakkody | The diffusion and use of institutional theory: a crossdisciplinary longitudinal literature survey[END_REF], [START_REF] Williams | The unified theory of acceptance and use of technology (UTAUT): a literature review[END_REF][START_REF] Williams | Contemporary trends and issues in IT adoption and diffusion research[END_REF] and topics e.g. [START_REF] Alalwan | Social media in marketing: A review and analysis of the existing literature[END_REF], [START_REF] Duan | Artificial intelligence for decision making in the era of Big Data-evolution, challenges and research agenda[END_REF], [START_REF] Dwivedi | Exploring the role of social media in e-government: an analysis of emerging literature[END_REF][START_REF] Dwivedi | Social media marketing and advertising[END_REF][START_REF] Dwivedi | Research trends in knowledge management: Analyzing the past and predicting the future[END_REF], [START_REF] Hughes | Blockchain research, practice and policy: Applications, benefits, limitations, emerging research themes and research agenda[END_REF], [START_REF] Irani | Radio frequency identification (RFID): research trends and framework[END_REF], [START_REF] Ismagilova | The effect of characteristics of source credibility on consumer behaviour: A meta-analysis[END_REF][START_REF] Ismagilova | Smart cities: Advances in research-An information systems perspective[END_REF], [START_REF] Kapoor | Advances in social media research: past, present and future[END_REF][START_REF] Kapoor | Rogers' innovation adoption attributes: A systematic review and synthesis of existing research[END_REF][START_REF] Kapoor | Innovation adoption attributes: a review and synthesis of research findings[END_REF], [START_REF] Rana | A meta-analysis of existing research on citizen adoption of e-government[END_REF] [START_REF] Shiau | Examining the core knowledge on facebook[END_REF]. Searches were undertaken using Scopus database the following set of keywords: "Social commerce" S-Commerce" OR "F-Commerce" AND title ABS Key "Adoption" OR "Acceptance" OR "Usage" OR "Use Behaviour" OR "Intention" OR Purchase". We make sure the keywords are included in abstracts or title or keywords of the journal paper. This search returned 166 articles. Therefore, we eliminated the conference paper, internet and newspaper blogs and only considered journal articles. Then we separated qualitative and quantitative studies and used quantitative studies for applying weight analysis technique. However, 68 studies were not related to social commerce adoption. Finally, we focus on 73 journal articles which are related to social commerce adoption and published from 2006 to 2019.

3.Weight Analysis

Weight analysis is a practical approach to calculate the importance of predictors. Weight analysis determines the inductive and predictive power of an independent variable over the dependent variable. This technique helps to rank the variables to understand the most important and least important relationships. Also, this technique supports to calculate each relationship, significant level and the predictors' weight. In this study, the weight analysis technique finds out different relationships that influence social commerce adoption. Therefore, the independent and dependent variables, which are the most important aspects of developing a perfect adoption model. Using weight analysis, we summarised all the relationships and segregated based on significant and non-significant relationship. Therefore, the weight result indicated the value of the relationships. Therefore, all the relationships, variables and weight values will be helpful for the researcher to choose appropriate variables to develop a suitable research model for further studies. The weight analysis approach employed within this study was adopted from Jeyaraj et al. [START_REF] Jeyaraj | A review of the predictors, linkages, and biases in IT innovation adoption research[END_REF] and Tamilmani et al. [START_REF] Tamilmani | Mobile Application Adoption Predictors: Systematic Review of UTAUT2 Studies Using Weight Analysis[END_REF] where the analysis of the weights of each relationship is developed from the dependent and independent variables. This study has selected the following most frequently examined dependent variables: Intention to purchase, Trust, Social commerce intention, Behavioural intention, Urge to buy impulsively, Attitude and Satisfaction. Each of the listed tables that present the weight analysis calculates the antecedents of a specific dependent variable, the total number of times a particular relationship has been examined and how many times each relationship is found to be significant and non-significant. The weight columns present the weight analysis of each of the relationships. The weight analysis provides four different values:(a) "+1" indicate the significant relationships between independent and dependent variables and hypothesised in positive direction, (b) "-1" indicate the non-significant relationships between independent and dependent variables and hypothesised in negative direction, (c) "0" suggest that the relationship of independent and dependent variable is insignificant, (d) "Blank" when the relationships were not examined [START_REF] Tamilmani | Mobile Application Adoption Predictors: Systematic Review of UTAUT2 Studies Using Weight Analysis[END_REF].Of the 73 articles examined, 251 are unique and can be described as exhibiting significant relationships and 32 were categorised as nonsignificant relationships. These relationships were aligned to the following seven dependent variables: intention to purchase (table 1), trust (Table 2), behavioural intention (Table 3), social commerce intention (Table 4), satisfaction (table 5), urge to buy impulsively (table 6) and attitude (Table 7).

Intention to Purchase

Table 1 lists 32 out of 73 studies and highlights 108 individual relationships. The study found 63 independent variables which were aligned to the dependent variable -Intention to purchase. However, identical relationships that were examined in five or more studies are considered as strong utilised relationships and independent variables and were considered to be the best predictor of the dependent variable. Additionally, less than four of the relationships were considered as experimental variables with a weight of 0.80 or above., Independent variables could be considered as a promising predictor when used in less the five studies and have the perfect weight of 1 [START_REF] Tamilmani | Mobile Application Adoption Predictors: Systematic Review of UTAUT2 Studies Using Weight Analysis[END_REF]. In this study, the best predictor found trust as an independent variable utilised maximum time with purchase intention (examined eight times) with all studies finding a significant effect. Familiarity has been utilised in four instances and all have found significant. Five independent variables occur in two instances with buying intention, and those are Recommendations and referrals, Trust toward member, brand trust, social presence and Swift Guanxi with weight "0". Additionally, 74 independent variables have occurred with a weight of "1". Recommendations and referrals have been utilised three times and found to be significant in two studies and non-significant in one study with a weight "0.66". Informational support, perceived commerce risk, social commerce construct and usefulness analysis with intention to buy found two non-significant relationships. The weight result found "0.50" in three of those relationships. Finally, ten relationships found non-significant with weight "0" (See Table 1).

Trust

Table 2 represents 24 studies and 52 relationships on the subject of trust. The study found six significant relationships among information quality and trust. Additionally, five studies found significant associations between relationship quality and trust. However, three independent variables: emotional support, social presence, familiarity have occurred four times with trust and found significant relationships. The weighted analysis of the above relationships results "1" and were found as best predictors. Four hypotheses (Reputation, communication, size and WOM referrals) appeared twice and found significant relationships with weight "1". The product price has found one significant and one non-significant relationship with the weight result "0.50". The 19 independent variables found highlighted a relationship towards trust and found a significant correlation with weight "1". Finally, two more relationships found to be non-significant with a weight result "0" which are the worst predictors in the study.

.50

The following constructs had been tested by only one study and their effect was significant with resulting weight of 1: Internal similarity, External similarity, Closeness, Social presence of interaction with sellers, Perception of others, Trust in sellers, Susceptibility reviews, General credibility, Perceived Security, E-WOM information, Perceived security, Perceived ease of use, Trust in product, Symbolic value, Feedback, Interactivity, Social Commerce Constructs, Transaction Safety, The following constructs had been tested by only one study and their effect was nonsignificant with resulting weight of 0: Persuasiveness, Economic Feasibility

Behavioural intention

Table 3 presents 11 studies on behavioural intention as the dependent variable. The literature analysis found 26 significant relationships among various independent variables with behavioural intention and six non-significant relationships. The best predictor is perceived usefulness which was appeared in six studies with the weight "1". Perceived ease of use hypnosis in four studies with significant relationship and one study found non-significant relationship that weight ".080". Risk appeared in three studies and weight "0.66". Three studies quantified the factors -effort expectancy, facilitating conditions and social influence with behavioural intention as significant and defined one as non-significant with weight result "0.50". The worst relationship found among Perceived connective affordances and behavioural intention with weight result "0". The following constructs had been tested by only one study and their effect was significant with resulting weight of 1: Learning and training, perceived hedonic affordances, perceived utilitarian affordance, Innovativeness, Convenience, Perceived Social pressure, Perceived satisfaction, Perceived awareness, perceived Ethics, Trust perception person, The website's reputation, Website visual and design, Attitude, Social commerce constructs, Price saving orientation, Hedonic motivations, Habit, Performance expectancy The following constructs had been tested by only one study and their effect was non-significant with resulting weight of 0: Perceived connective affordances

Social commerce intention

Social commerce intention quantified as dependent variables appeared in 11 studies with 40 relationships. However, 35 relationships were found to be significant, and five relationships defined as non-significant. Table 4 lists various independent variables with the relationship between social commerce intentions. Social support with social commerce intention was found to be the best predictors. The relationships have appeared in five studies with weight "1". Therefore, Flow, relationship quality, website quality and social presence appeared three times with significant relationships. Informational support, trust towards community and emotional support found twice with significant relationships as well. However, all the relationships are weight "1" which is found as best predictors. Finally, the worst predictors are Habit, forums and communities, recommendations and referrals, perceived interactivity and perceived personalization with social commerce intention found the negative relationship and weight "0." The following constructs had been tested by only one study and their effect was significant with resulting weight of 1: Social commerce constructs, Rating and reviews, Community commitment, Trust towards Members, Service quality, Perceived Sociability, Trust in Platform, Ease of navigation, Hedonic motivation, Perceived ease of use, facilitating conditions, Trust in the s-vendor.

The following constructs had been tested by only one study and their effect was non-significant with resulting weight of 0: Perceived personalization, Perceived interactivity, Recommendations and Referrals, Forums and Communities, Habit

Satisfaction

Nine studies used satisfaction as dependent variables and are presented in table 5. In this study we found 19 significant relationships and one non-significant relationship.

The study found the best predictors are Social support, utilitarian, hedonic, relationship quality and confirmation that appeared twice. However, the relationships are found significant with weight "1". Information quality with satisfaction appeared once as a significant and once as a non-significant predictor and found the weight "0.50". Moreover, Perceived usefulness, trust, service quality, system quality, physical environment quality, outcome quality, interaction quality, perceived risk has relationship with satisfaction and result significant with weight "1". This study did not find any non-significant relationships within the literature. The following constructs had been tested by only one study and their effect was significant with resulting weight of 1: Perceived usefulness, trust, Service quality, system quality, physical environment quality, outcome quality, interaction quality, perceived risk

Urge to buy impulsively

Urge to buy impulsively was referenced in six different studies with 12 significant relationships and one non-significant relationship. Table 6 presents the urge to buy impulsively as dependent variables with Hedonic shopping value and impulsiveness as independent variables. Both of the relationships appeared twice and found significant predictors with weight "1". However, the independent variables such as consumer attitude, arousal, pleasure, affective trust in recommender, serendipity information, scarcity, para social interaction and perceived enjoyment relationship with the urge to buy impulsively found significant with weight "1". Therefore, the worst predictor is utilitarian shopping value with weight "0". The following constructs had been tested by only one study and their effect was significant with resulting weight of 1: Usefulness, Ease of use, Social interaction, Vendor trust, Social networking site trust, Systemic factors, Heuristic factors, Perceived benefit, Trust in the initiator, Peer norm, Trustworthiness, Attractiveness.

Discussion and Conclusion

This study conducted a weight analysis technique to determine the importance of various predictors of consumer adoption of social commerce. However, it is essential The following constructs had been tested by only one study and their effect was significant with resulting weight of 1: Consumer attitude, arousal, Pleasure, Affective trust in recommender, Serendipity information, Scarcity, Para social interaction, Perceived enjoyment.

The following constructs had been tested by only one study and their effect was non-significant with resulting weight of 0: Utilitarian shopping value that a robust research model needs reliable variables, and this study provided a summary of those variables. The results revealed the most important independent and dependent variables that influence social commerce adoption. Using weight analysis technique, the study finds out the different value of the predictors. The study found Trust, behavioural intention, social commerce intention, urge to buy impulsively, satisfaction and attitude that used in maximum studies that influence social commerce.

The weight analysis has identified the best, moderate and worst predictors of consumer adoption for social commerce. The analysis of this study found that Trust to purchase intention, information quality with Trust, social support with social commerce intention and satisfaction, informational quality with behavioural intention, perceived enjoyment with attitude and hedonic shopping value with the urge to buy are the best predictors.

There is no study without limitation. However, this study points out some limitation and recommend future step for the scholar to take forward this study. Firstly, the study has considered journal papers. Therefore, future research could involve conference papers to minimise publication bias. Secondly, the study did not include any control variables. However, future research can separately analyse them and can showcase their impact on the independent/dependent variables. Thirdly, this study considers the essential variables and relationship that influence social commerce adoption. However, some other variables appeared in less study. A future study could involve those for a better view. Lastly, the study considered the weight analysis method. Therefore, Future research can extend this study further using a different method such as Meta-analysis with the combination of weight analysis.

Table 1 : Weight Analysis Summary for Intention to Purchase

 1

	IV	Sig	Citation			Non-	Citation	Total Weight
						Sig
	Trust	8	Kim and park [32]; Hajli et al.	0		8	1
			[33]; Makmor et
			al. [34]; Adwan [35]; Hajli et
			al.	[36]; Faratin and
			Rodríguez [37]; Lee	and
			Choi [38]; Zhao et al. [39].
	Familiarity	4	Adwan [35]; Hajli et al.		0		4	1
			[36]; Ng [40]; Gibreel et al.
			[41].
	Recommendatio	2	Makmor and alam [42]; Mikale	1	Li et al.	3	0.66
	ns and referrals		f et al. [43].				[51]
	Trust toward	2	Farivar et al. [44]; Chen and	0		2	1
	member		Shen [45]
	Brand trust	2	Zhao et al.			0		2	1
			[39]; Erdoğmuş [46].
	Social Presence	2	Adwan [35]; Hajli et al. [36];	0		2	1
	Swift guanxi	2	Lin et al. [47]; Yang [48]		0		2	1
	Familiarity	2	Hajli et al. [36]; Gibreel et al.	0		2	1
			[41].
	Informational	1	Makmor and Alam [42]		1	Li et al.	2	0.5
	support						[51]
	Perceived	0				2	Farivar et	2	1
	commerce risk						al.
							[44] Gan e
							t al. [50]
	Social	1	Hajli et al. [49]		1	Li et al	2	0.5
	commerce						[51]
	constructs
	Usefulness	1	Lee and Choi [38]		1	Gibreel et	2	.50
							al. [41]

The following constructs had been tested by only one study and their effect was significant with resulting weight of 1: Trust

toward website; Mutual understanding; Relationship Harmony; Reciprocal favour; Trust in social network community; Closeness; WOM Content; Observe Consumer Purchase; Positive Valence WOM; Negative valence WOM; Social Desire; Commercial Desire; Good Friend; Simple friend; Non-reportable stranger; Re-routable stranger; Community commitment; Trust towards community; Trust in product recommendation; Brand engagement; Form factor; Intention to search; Para social interaction; EWOM information; Intuitive evaluation; Social identity; Rating and Reviews; Socializing; Product selection; Trust in sellers; Usage behaviour; System trust towards social commerce apps; Utilitarian value; Social value; Hedonic value; Social commerce information seeking; Innovativeness; Guanxi elements; Perceived value; Customers' experience; Discount rate; Social media product browsing; Positive; Observing consumer purchasing; Heuristic factors; Systemic factors; Attitude; Trust in sellers; Forums and Communities; Attitude towards eWOM; EWOM engagement; Social commerce information seeking The

following constructs had been tested by only one study and their effect was nonsignificant with

	resulting weight of 0: Perceived ease of use; Income; Emotional support; Information availability;
	Customer loyalty; Particularized trust towards social commerce members; Electronic inventiveness;
	Scarcity of time; Scarcity of quality; Provisional coupon

Table 2 : Weight Analysis Summary for Trust

 2

	IV	Sig	Citation				Non-	Citation	Total	Weight
							Sig
	Information	6	Lu et al. [52]; Faratin and	0	6	1
	quality		Rodríguez [37]; Lin et al. [24];
			Kim	and	Noh	[34];
			Shanmugam et al. [32]; Li et al.
			[51].
	Relationship	5	Liang and Turban [1]; Zhang et	0	1
	Quality		al. [54]; Hajli [55]; Sheikh et
			al. [56]; Tajvidi et al. [57].		5
	Emotional	4	Makmor et al. [34]; Lin et al.	0	4	1
	Support		[47]; Shanmugam et al. [53]; Li
			[51].
	Social presence	4	Adwan [35]; Li et al. [51];	0	4	1
			Hajli [58]; Lu et al. [52].
	Familiarity	4	Gibreel et al. [41]; Hajli [32];	0	4	1
			Adwan [35]; Li [51].
	Reputation	2	Lu et al. [52]; Kim and Noh	0	2	1
			[59].
	Communication 2	Lu et al. [52]; Kim and Noh	0	2	1
			[59].
	Size	2	Lu et al. [52]; Kim and Noh	0	2	1
			[59].
	Word-of-Mouth	2	Lu et al. [52]; Gibreel et al.	0	2	1
	Referrals		[41].
	product price	1	Yahia et al. [60].			1	Gibreel et
								al. [41].

Table 3 : Weight Analysis Summary for Behavioural intention

 3

	IV	Sig	Citation		Non-	Citation	Total Weight
					Sig
	Perceived usefulness 6	Williams [61]; Biucky et	0		6	1
			al. [62]; Hajli et al. [58];
			Featherman (2016); Shin
			et al. (2012); Tello et al.
			(2018)
	Perceived ease of	4	Kim and Noh [59]; Hajli	1	Williams [61] 5	.80
	use		[58]; Biucky et al [62];
			Featherman and Hajli
			[63]
	Risk	2	Biucky et al. [62]; Tello	1	Featherman	3	.66
			et al. [64].			and Hajli [63]
	Effort expectancy	1	Gatautis	and	1	Sheikh et al.	2	.50
			Medziausiene [65]			[68]
	Facilitating	1	Gatautis	and	1	Sheikh et al.	2	.50
	conditions		Medziausiene [65]			[68]
	Social influence	1	Gatautis	and	1	Sheikh et al.	2	.50
			Medziausiene [65]			[68]
	Perceived enjoyment 2	Shin [66]; Akman and	0		2	1
			Mishra [67]
	Subjective norm	2	Featherman and Hajli	0		2	1
			[63]; Shin [66].

Table 4 : Weight Analysis Summary for Social commerce intention

 4

	IV	Sig Citation	Non-	Citation	Total Weight
				Sig
	Social support	5	Liang and Turban [1]; Hajli [55];	0		5	1
			Zhang et al. [54]; sheikh et al. [28];
			Hajli and Sims [74];Hajli [55]; Liang
			et al. [69]; Zhang et al. [54] sheikh et
			al. [56]; Hajli and Sims [70].
	Flow	3	Zhang et al. [71]; Molinillo et al. [72];	0		3	1
			Bhat and Singh [73]
	Relationship	3	Hajli [55]; Liang et al. [69]; sheikh et	0		3	1
	Quality		al. [56].
	Web site quality 3	Liang and Turban. [1]; Molinillo et al.	0		3	1
			[72]; Bhat and Singh [43]
	Social presence	3	Zhang et al. [71]; Molinillo et al. [72];	0		3	1
			Bhat and Singh [43].
	Informational	2	Molinillo et al. [72]; Lal [74].	0		2	1
	support
	Trust towards	2	Lal [74]; Goraya et al. [75].	0		2	1
	community
	Emotional	2	Molinillo et al. [72]; Bhat and Singh	0		2	1
	support		[43].

Table 5 : Weight Analysis Summary for Satisfaction

 5

	IV	Sig Citation	Non-Sig	Citation	Total Weight
	Social support	2	Gan et al. [50]; Osatuyi et al. [76] 0		2	1
	Utilitarian	2	Gan et al. [50]; Osatuyi et al. [76] 0		2	1
	Hedonic	2	Gan et al. [50]; Osatuyi et al. [76] 0		2	1

Table 6 : Weight Analysis Summary for Urge to buy impulsively 3.7. Attitude Table

 6

7 has listed consumer attitude towards social commerce. Five studies used attitude as a dependent variable. In this study, the best predictor is perceived enjoyment with attitude that appeared in two studies and found significant relationships. However, Usefulness, Ease of use, Social interaction, Vendor trust, Social networking site trust, Systemic factors, Heuristic factors, Perceived benefit, Trust in the initiator, Peer norm, Trustworthiness and Attractiveness with attitude weight "1".

Table 7 : Weight Analysis Summary for Attitude

 7

	IV	Sig	Citation	Non-Sig	Citation	Total Weight
	Enjoyment	2	Shin [66]; Cho and Son [80] 0		2	1