Human Capital Robotic Integration and Value Creation for Organizations

ABSTRACT Due to rapid advancements in artificial intelligence and machine learning, the research conversation has drifted from viewing robots as replacements for humans (i.e., the substitute view) to a view that considers the possible benefits of human–robot collaboration in the workplace (i.e., the complementary view). However, as the complementary view has been mainly studied at the microlevel of the organization (i.e., individuals, dyads, and teams), we do not yet fully understand the organizational impact of human–robot collaboration. To better understand how human–robot collaboration may impact firm outcomes, we apply the human capital resource emergence literature to develop a multilevel model of human capital robotic integration (HCRI). We specifically emphasize how HCRI influences the emergence of human capital resources through social dynamics in organizations while also considering the moderating effects of task interdependence. Furthermore, we develop theoretical arguments to illustrate how organizations can leverage the HCRI process to create value and gain a competitive advantage from their existing human capital. Finally, with potential positive effects being outlined, we discuss the possible negative consequences that may result from human–robot collaboration.