In organizations facing digital transformation, intelligent technologies are starting to replace the human workforce. At present, managers delegate tasks to an artificial agent and rarely consider the customer reception of such decisions. This arouses tensions between the main stakeholders of the organization. This paper shows that the rash adaptation of the digital workforce may be perceived as an irresponsible innovation that brings negative consequences for companies. If a task is regarded by customers as dedicated to humans, and managers delegate it to machines, a new type of conflict – human-machine trans roles conflict (HMTRC), appears. This paper intends to show that customers are sensitive to HMTRC. This research uses quantitative methods and consists of three stages. First, people were asked to indicate which tasks in an organization should be performed by (a) humans and (b) machines. According to these results, two leaflets for customers were designed (low vs. high HMTRC). In the second stage, standard procedures were used to construct a scale measuring customer reactions to HMTRC on three dimensions: cognitive, emotional and behavioural. Ultimately, the scale and two leaflets were used to check how customers react to different intensities of HMTRC. The research results show that customers are aware when HMTRC occurs and perceive it negatively (cognitive response). Moreover, it evokes negative emotions (emotional response) and prompts customers to take action against the company in which this conflict takes place (behavioural response). The practical contribution of this research is the three-dimensional scale. It may predict customers' reactions to task delegation with different intensities of HMTRC and help build a technologically sustainable organization.

中文翻译：

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组织中的人机转换角色冲突：客户对智能机器人取代人类劳动力有多敏感？

在面临数字化转型的组织中，智能技术开始取代人力。目前，管理人员将任务委托给人工代理，很少考虑客户对此类决策的接受程度。这会引起组织主要利益相关者之间的紧张关系。本文表明，数字劳动力的轻率适应可能被视为一种不负责任的创新，会给公司带来负面影响。如果一项任务被客户认为是人类的专属任务，而管理者将其委托给机器，就会出现一种新型的冲突——人机互换冲突（HMTRC）。本文旨在表明客户对 HMTRC 很敏感。本研究采用定量方法，分为三个阶段。第一的，人们被要求指出组织中的哪些任务应该由 (a) 人和 (b) 机器来执行。根据这些结果，为客户设计了两份传单（低 HMTRC 与高 HMTRC）。在第二阶段，标准程序用于构建衡量客户对 HMTRC 三个维度的反应的量表：认知、情感和行为。最终，该秤和两张传单被用来检查客户对 HMTRC 不同强度的反应。研究结果表明，当 HMTRC 发生时，客户会意识到这一点，并对其进行负面感知（认知反应）。此外，它会唤起负面情绪（情绪反应）并促使客户对发生这种冲突的公司采取行动（行为反应）。这项研究的实际贡献是三维尺度。