The impact of master–servant relationships in human–robot collaboration on customer perceptions and behaviors in frontline retail encounters

Purpose This research examines empirically the concept of master–servant relationships in human–robot collaboration (HRC). Drawing on leader–member exchange and intergroup threat theories, this paper develops and tests a novel research model that links the working relationships between human frontline staff and humanoid social robots (HSRs) to customers’ perceptions of realistic threat and trust, and, consequently, their intention to use service robots in retail stores. In addition, the paper tests the moderating role of speciesism. Design/methodology/approach This paper consists of four online experiments studying the effects of master–servant roles in HRC in frontline retail. Data for the studies was collected from US participants and members of Prolific. Multiple moderated mediation models using SPSS v29 PROCESS 4.0 were used in the analyses to test the proposed hypotheses. Findings The role of master–servant relationships between human retail staff and HSRs influences customer perceptions of realistic threat and trust toward HSRs. Speciesism increases the negative mediating effects of realistic threat and reduces the positive mediating effects of trust, ultimately affecting consumers’ intention to use retail robots when they perform a master (vs. servant) role during HRC in frontline retail encounters. Originality/value The present research examines the likely working relationships between human frontline staff as subordinates (i.e. servants) and HSRs as their immediate supervisors (i.e. masters), as well as the spillover effects on customers’ perceptions in hybrid service encounters. The results contribute to recent research in which job titles of AI agents can influence customers’ perceptions of those agents (e.g. Jeon, 2022). In addition, this research showcases how speciesism moderates these effects.