Automate the Back, Humanize the Front: Hybrid Intelligence and the Strategic Value of Human Frontline Service under AI Commoditization
DOI:
https://doi.org/10.65166/6szjng64关键词:
hybrid intelligence, service automation, algorithm aversion, resource-based view, frontline employees, digital exclusion, Southeast Asia摘要
Firms across service industries are replacing customer-facing employees with chatbots, voice agents, and other AI systems, usually on the grounds of labour savings and throughput. This paper examines whether, and under what conditions, human frontline interaction remains a source of competitive value as AI service capabilities spread. Using a conceptual design built on an integrative literature review, it synthesises five bodies of research that have developed largely separately: frontline service automation, algorithm aversion, relationship marketing and the resource-based view, the digital exclusion of vulnerable consumers, and human–AI collaboration. The synthesis indicates that automation does not generally improve customer outcomes. Automated agents perform reliably in routine, structured encounters but fall short where tasks are ambiguous, emotionally charged, or consequential. Customers tend to judge algorithmic errors harshly, hold the deploying firm responsible for them, and generalise failures across automated systems. A resource-based reading suggests that as AI service capabilities become widely accessible and are perceived as interchangeable, they tend toward competitive parity. Human frontline service, by contrast, may meet the conditions of a strategic resource where firms invest in it as a capability. The paper develops a front-stage/back-stage hybrid intelligence framework that classifies service touchpoints by task ambiguity, consequence stakes, emotional intensity, and customer vulnerability, and it advances seven propositions for empirical testing. Implications are drawn for Southeast Asian service economies, including the Philippine IT-BPM sector and ASEAN retail banking, without treating the region as homogeneous. The analysis is conceptual and does not establish causal effects on firm performance. For practitioners, it offers a structured basis for deciding where automation belongs and where human capability should remain at the point of customer contact.
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