Artificial intelligence (AI) is fundamentally reshaping how employees engage in service work. However, few studies have examined how AI assimilation (i.e. the extent to which AI technology is integrated and routinized in work activities and processes) affects employees' proactive behaviors. This study investigates how the breadth and depth of AI assimilation shape proactive service behavior, examines the mediating roles of approach and avoidance AI crafting, and tests job autonomy as a moderator. It further examines whether employees exhibit higher proactive service behavior when these two crafting strategies are used in a more balanced way.
Based on Conservation Of Resources (COR) theory, this study uses paired-sample survey data from 234 employee-manager pairs in China's service industry. Stepwise regression, polynomial regression, and response surface analysis are applied to test the hypotheses.
The results show that both the depth and breadth of AI assimilation positively influence proactive service behavior. Approach AI crafting mediates both relationships, while avoidance AI crafting only mediates the relationship between the breadth of AI assimilation and proactive service behavior. Employees exhibit the highest level of proactive service behavior when using both crafting strategies in balance, indicating that approach and avoidance AI crafting are complementary. Furthermore, job autonomy strengthens the positive effect of AI assimilation on approach AI crafting, while weakening its positive effect on avoidance AI crafting.
This study advances service operations management research by shifting attention from AI adoption to AI assimilation and specifying the mechanism through which AI assimilation shapes frontline employees' proactive service behavior. It also challenges the traditional dichotomous view in job crafting by proposing that approach and avoidance AI crafting may be complementary.
