Application of RPA Financial Robots in Banking: A Case Study of the Bank of China

Authors

  • Zoufeng Hu
  • Dongwei Shi

DOI:

https://doi.org/10.62051/ijgem.v4n1.48

Keywords:

Financial Robots, Bank of China, Application Development

Abstract

With the rapid development of the economy, we have entered an era of significant technological advancement. Technology has brought many benefits, one of which is the emergence of RPA financial robots as a product of this technological era. The application of financial robots is quite extensive, and they have been widely applied and valued in both enterprises and governments. This paper mainly discusses the concept of financial robots, their application in the Bank of China, the impact they have made, and the implications for their application, and finally, it estimates the future prospects based on the current development.

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References

[1] Jun Pang. Application of Financial Robot RPA in Financial Shared Service Centers [J]. China Science and Technology Journal Database (Full Text Edition), Economic Management, 2023(4): 109-111.

[2] Min Ding. A Preliminary Discussion on the Impact of Financial Robots on Hospital Accounting Work and Countermeasures [J]. Financial Accounting Learning, 2024, (01): 92-94.

[3] Zhitang Li, Xiaoshuo Hu. Application of Financial Robots in the Banking Sector: A Case Study of Xiamen International Bank [J]. Research on Financial Management, 2020, (09): 43-47.

[4] Yanping Yang. A Study on the Marketing Strategy of Mobile Banking at the TZ Branch of Bank of China [D]. Shandong University of Finance and Economics, 2024. DOI: 10.27274/d.cnki.gsdjc.2024.000166.

[5] Zhulan Luo. Evaluation and Optimization Research on the Application Effect of RPA Robots in Financial Shared Service Centers [J]. Heilongjiang Science, 2023, 14(24): 125-127.

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Published

27-08-2024

Issue

Section

Arcicles

How to Cite

Hu, Z., & Shi, D. (2024). Application of RPA Financial Robots in Banking: A Case Study of the Bank of China. International Journal of Global Economics and Management, 4(1), 395-403. https://doi.org/10.62051/ijgem.v4n1.48