Frontline Manager AI Readiness and the Implementation of AI in the Frontlines

Frontline managers are critical conduits of top-down AI initiatives, such as the implementation of AI systems. Yet, little research explores their role as catalysts or bottlenecks in such implementation initiatives. As such, the purpose of this research is to explore how frontline managers are involved in and impact AI implementation decisions and outcomes. Using a theories-in-use approach, we tap into the mental models of 51 frontline managers and top management executives tasked with implementing AI systems in the frontlines. The findings suggest that a frontline manager’s own AI readiness affects their decision-making regarding the integration of the AI system into the frontline (i.e., decisions about automation, augmentation, and collaboration). These integration decisions then have lasting effects that manifest through long-term outcomes for managers, frontline employees, and customers. Finally, the results reveal two enablers of manager AI readiness (i.e., AI strategic and task alignment) and three enduring AI-centric management strategies used to ensure optimal implementation outcomes (i.e., championing AI engagement, developing AI literacy, and activating AI empowerment). These results provide theoretical insights into how frontline managers serve as implementation catalysts when AI-ready and highlight their critical role in optimizing investments in frontline AI systems.