“I am served by a Robot!”: internal antecedents of customer acceptance of robotic hotel-service agents

Abstract

Purpose

This study explores how customers' individual characteristics and perceptions affect acceptance of service robots as a hotel workforce. The Interactive Technology Acceptance Model (iTAM) has inspired us to investigate effects of customers' technological self-efficacy, perceived interactivity, sense of utility, and enjoyment-level of acceptance related to hotel-service robots as staff.

Design/methodology/approach

Data were collected from 224 customers via an online questionnaire conducted in the period April–June 2022 by convenience sampling, and then analyzed by using partial least squares – structural equation modeling (PLS-SEM).

Findings

The findings show that customers' technological self-efficacy and perceived interactivity with service robots enhances perceived usefulness and perceived enjoyment, serving as functional and emotional value components of service robots. They also demonstrate that robot's interactivity outweighs other robot's value components, such as perceived usefulness and perceived enjoyment for acceptance of service robots as employees in hotels.

Originality/value

While empirically validating the iTAM, this study emphasizes service robot interactivity as the most important aspect for customers' acceptance, and it adds a new perspective regarding the underexplored role of the customer-robot interface. Combining specific dimensions from different technology acceptance models (functional/socio-emotional/relational; utilitarian/hedonic) the study contributes to the service robot literature currently missing a more holistic understanding of consumers' experience and adoption drivers, and it provides managerial guidance on how to successfully implement service robots in hotel environments.

Citation

Cabrilo, S., Leung, R., Tsai, F.-S. and Dahms, S. (2024), "“I am served by a Robot!”: internal antecedents of customer acceptance of robotic hotel-service agents", Journal of Organizational Change Management, Vol. 37 No. 7, pp. 1427-1445. https://doi.org/10.1108/JOCM-08-2023-0315