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The coherence and systemic strength of the collaborative process among thematic route stakeholders are key factors to economic success for individual businesses and regional economic development. The objective of this article is to identify the economic action set to rejuvenate the Cider Route and the Wine Route of the Montérégie region (Quebec, Canada). Group concept mapping is used to estimate the conceptualization and perceptions of stakeholders (cideries, wineries, tourism professionals, visitors) regarding the articulation of the action set. The contribution is threefold. Methodologically, the approach taken supports both the estimation of the concept map and associated perception measures. Empirically, eight action clusters are identified to articulate stakeholders’ “organizational” and “selling” dimensions of the routes. Practically, action priorities identified and feasibility constraints are helpful to target the capability development support needed by route stakeholders to collaborate. (JEL Classifications: D02, L23, L26, L66, Q18)

The objective of this article is to estimate the spatial structure of the collective economic conceptualization of strategic actions by cidermakers in Québec. It employs group concept mapping, a mixed methods–based approach. Given the limited research on the economic conceptualization of horizontal coordination for guiding collective strategic action orientations, this contribution is threefold: methodological, empirical, and practical. Methodologically, the results show the perspective of horizontally coordinated cidermakers and use statistical estimates and retroduction as an inference mode to produce and structure the concept map. Empirically, the spatial economic conceptualization consists of a concept map with seven strategic action clusters organized around the notions of product supply and demand and highlights tensions between individual and collective strategic actions. Practically, measures of relative importance and relative feasibility are obtained for each cluster on the map, and implications are discussed. (JEL Classifications: D02, L23, L26, L66, Q18)

Robotic Process Automation (RPA) is an emerging approach that automates repetitive human tasks using robots. For business processes, RPA refers to configuring software-based robots to do the work previously done by actors in the organizations. RPA offers many benefits including improved business efficiency, increased productivity, data security, reduced cycle time, and improved accuracy while allowing organizations to relieve their employees from repetitive and tedious tasks. However, implementing RPA represents a challenge and organizations must learn to manage RPA adoption to achieve maximum results. This paper aims to help organizations to effectively adopt RPA for automating their business processes. More precisely, it proposes a new method to guide organizations in analyzing their business processes in order to identify the most suitable for RPA. We present the principles underlying our method and the results obtained in the context of key processes from the banking domain.