The effect of human-robot collaboration on frontline employees’ service performance: A resource perspective

Although human-robot collaboration (HRC) is increasingly becoming prevalent in the service industry, the impact of HRC on the employees’ work outcomes has been relatively underexplored. Drawing upon the conservation of resources theory, we aim to examine whether, how, and when HRC can enhance service performance of frontline employees (FLEs). To this end, we conducted an experimental study (Study 1) and a multi-wave survey (Study 2). We theorize that HRC can cognitively bolster FLEs’ confidence to undertake supplementary tasks (i.e., role breadth self-efficacy) and emotionally elicit pleasant feelings (i.e., positive emotions), which, in turn, enhances service performance. Our results support this view. Notably, our findings also reveal that employees’ trust in robots moderates the positive emotions mediated indirect effect of HRC on service performance. However, it does not significantly moderate the role breadth self-efficacy mediated indirect effect on service performance. Theoretical implications and practical recommendations are discussed.