Should companies replace human workers with robots? New study takes a closer look
Binghamton University School of Management researchers show how companies create more value through human-robot collaboration
Last year, when The New York Times reported that Amazon’s robotics team’s ultimate goal was to automate 75% of the company’s operations, replacing more than half a million human jobs in an attempt to pass cost savings onto customers, it was a stark reminder of robots’ ever-expanding role in reshaping the American workplace.
Meanwhile, at Hyundai’s auto plant in Georgia, more than 1,000 robots work alongside almost 1,500 human employees.
But as new research involving the Binghamton University School of Management (SOM) found, companies could risk losing their competitive edge by leaning too heavily on replacing human workers with robots, since competitors could easily follow suit. Instead, researchers determined businesses could generate more value by focusing on human-robot collaboration, amplifying their existing human capital into hard-to-imitate resources.
“Simply put, deploying robots in a collaborative manner with humans can alter social dynamics in ways that encourage unit members to feel, act and think together,” the study, published in the Journal of Organizational Behavior, stated. “By leveraging these resources through the deployment of robots in collaborative settings, organizations can not only generate additional economic value from their human capital but also improve their ability to capture a greater share of that value in the competitive market.”
Chou-Yu (Joey) Tsai, SOM Osterhout associate professor of entrepreneurship and the study’s co-author, said researchers initially wanted to explore how an organization’s human-robot interface could affect leadership, but then realized it could be more beneficial to focus on its impact on the organization as a whole.
The study examined the issue from two viewpoints: a substitute view and a complementary view. Both can enhance an organization’s desired outcomes in efficiency and productivity, researchers determined, but those who adopt a complementary view of human-robot collaboration were more likely to foster a greater and more positive sense of commitment among human employees.
“The most successful organizations will find a way to extract the best value from these technologies to achieve their unique goals,” Tsai said. “If you’re focused on going up against other companies by introducing robots to replace some key roles traditionally carried out by human employees, that’s not always the best strategic thinking because your competitors could easily do the same thing.”
Additionally, the study noted that on-the-job learning also remains fundamental for understanding the best ways to implement such changes.
Delegating robots to tasks that potentially offer meaning, autonomy or opportunities for mastery could undermine not only employees’ mental health, researchers said, but also the very efficiency gains employers are striving for.
“Discussion of AI and robots often centers on adoption speed, workplace disruption and job displacement,” said SOM Associate Dean for Faculty Research Rory Eckardt, another co-author on the study. “Our paper shifts attention to complementary integration by considering when these technologies strengthen teamwork and coordination, improve the work environment, and support value creation and competitive advantage.”
One effective example the researchers cited involved members of a company’s research and development team working with robot systems to better analyze complex datasets. Doing so amplifies the team’s effectiveness in achieving results and helps them work together more efficiently, according to the study.
Another example involved hospital staff using surgical robots to achieve higher-definition 3-D visualization, surpassing the limitations of the human hand to perform increasingly delicate medical procedures.
Using this collaborative approach can increase employee loyalty, according to the study, because it shows the company is providing additional support for the work being done.
“When I began my research career in leadership and organization science, I could have never predicted that technology would advance to the point where we’re researching the impact of robots on leadership development and organization effectiveness,” said SOM Dean Shelley Dionne, who co-authored the study. “But now it informs how we think about the future of workforce development and employee performance, no matter what type of organization we consider.”
The study, “Human Capital Robotic Integration and Value Creation for Organizations,” was also co-authored by Jason Marshall from Creighton University in Nebraska, Malte Jung from Cornell University, YoYo Tsung-Yu Hou from National Chengchi University in Taiwan and Biying Yang from South Dakota State University.
Journal
Journal of Organizational Behavior
Method of Research
Literature review
Subject of Research
Not applicable
Article Title
Human Capital Robotic Integration and Value Creation for Organizations
New white paper on rebuilding trust at work amid AI-driven change and burnout published by University of Phoenix College of Doctoral Studies
Dr. TaMika Fuller and Dr. Victoria Lender draw on Career Optimism Index® study of workers and employers to outline practical leadership strategies that strengthen trust between organizations and employees
University of Phoenix
University of Phoenix College of Doctoral Studies has published a new white paper, “Rebuilding the Social Contract,” by TaMika Fuller, DBA, an affiliate of the Center for Educational and Instructional Technology Research (CEITR), and Victoria Lender, DBA; both authors are College alumna. The paper examines how burnout, limited career development, and perceptions of low autonomy can erode trust at work—and what leaders can do to rebuild confidence, commitment and retention in an era shaped by accelerating technology and artificial intelligence.
Drawing on findings from the 2025 Career Optimism Index® study which features survey findings from over 5,000 workers and 500 employers, the white paper highlights:
- Burnout and control are closely linked: ~70% of workers who report not having control over their professional work reported experiencing burnout, compared with 45% of those who report having control.
- Career stagnation correlates with burnout: ~67% of employees who are not progressing in their careers reported experiencing burnout.
“Trust at work is built when organizational values show up as everyday decisions, especially decisions about workload, growth and transparency,” said Fuller. “When employees feel stuck or micromanaged while navigating constant change, burnout rises and trust declines. Leaders can reverse that by investing in skill development, meaningful mobility, and institutional practices that support employee well-being.”
White paper focus: leadership strategies to rebuild trust
The authors outline practical approaches leaders can implement to reduce burnout and rebuild trust at work, including:
- Supporting work-life balance through workload assessment, prioritization support, and tools that measure work-family conflict
- Expanding wellness resources (e.g., fitness, mindfulness, counseling, and development workshops) to reduce stress and absenteeism
- Strengthening work relationships through open-door leadership practices, peer collaboration, and mentorship programs
- Increasing employee voice via forums and focus groups that include employees in decision-making and change management
- Investing in career development in the age of AI with hands-on workshops, self-paced modules, role redesign where possible, and transparent AI policies and governance
“Rebuilding the social contract is about improving systems,” said Lender. “Organizations can strengthen trust by creating clearer pathways for career development, involving employees in decisions that affect their work, and setting straightforward guidance for responsible AI adoption so people understand how technology will support their careers.”
The full white paper is available on the University of Phoenix Career Institute® webpage or on the Research Hub.
About the authors
Fuller is a University of Phoenix research fellow in the Center for Educational and Instructional Technology Research. She serves as Department Chair of Culinary, Dietetics and Hospitality Management at Tarrant County College and teaches economics and business courses. Fuller earned a Doctor of Business Administration from University of Phoenix and holds graduate degrees in managerial economics and educational leadership.
Lender works in supply chain and logistics and teaches supply chain management, leadership, operations strategy and business courses at several universities. She earned a Doctor of Business Administration from University of Phoenix.
About University of Phoenix
University of Phoenix innovates to help working adults enhance their careers and develop skills in a rapidly changing world. Flexible schedules, relevant courses, interactive learning, skills-mapped curriculum for our bachelor’s and master’s degree programs and a Career Services for Life® commitment help students more effectively pursue career and personal aspirations while balancing their busy lives. For more information, visit phoenix.edu.
About the College of Doctoral Studies
University of Phoenix’s College of Doctoral Studies focuses on today’s challenging business and organizational needs, from addressing critical social issues to developing solutions to accelerate community building and industry growth. The College’s research program is built around the Scholar, Practitioner, Leader Model which puts students in the center of the Doctoral Education Ecosystem® with experts, resources and tools to help prepare them to be a leader in their organization, industry and community. Through this program, students and researchers work with organizations to conduct research that can be applied in the workplace in real time.
Article Publication Date
17-Jan-2026
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