Human Computer / Robot Interaction

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Paper Number

1335

Paper Type

Completed

Description

This article takes a closer look into the underlying mechanisms of hiring decisions for robotic leader candidates as key prerequisite for the successful setup of mixed work human-robot teams (HRTs). Utilizing response surface analysis, we compared the relationship between expected and experienced usefulness and attitude and the likelihood to hire a human or robotic candidate as team leader. The results show that for the robotic candidate usefulness follows an assimilation-contrast model in which negative (positive) disconfirmation outside of a zone of tolerance leads to amplified negative (positive) evaluation of the likelihood to hire. For attitude on the other hand, any deviation from confirmation leads to negative evaluation of the likelihood to hire. This indicates a discrepancy between the perception of task-related and relational measures for robots. This article contributes to research by extending implicit leadership theory to HRT settings and providing insights for companies on how to introduce social robots.

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10-HCI

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Dec 12th, 12:00 AM

Making the First Step Towards Robotic Leadership – Hiring Decisions for Robotic Team Leader Candidates

This article takes a closer look into the underlying mechanisms of hiring decisions for robotic leader candidates as key prerequisite for the successful setup of mixed work human-robot teams (HRTs). Utilizing response surface analysis, we compared the relationship between expected and experienced usefulness and attitude and the likelihood to hire a human or robotic candidate as team leader. The results show that for the robotic candidate usefulness follows an assimilation-contrast model in which negative (positive) disconfirmation outside of a zone of tolerance leads to amplified negative (positive) evaluation of the likelihood to hire. For attitude on the other hand, any deviation from confirmation leads to negative evaluation of the likelihood to hire. This indicates a discrepancy between the perception of task-related and relational measures for robots. This article contributes to research by extending implicit leadership theory to HRT settings and providing insights for companies on how to introduce social robots.

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