Does AI control or support? Power shifts after AI system implementation in customer relationship management

Abstract

Many companies are currently investing in artificial intelligence (AI) because of its potential to increase customer satisfaction or financial performance. However, the success rates in implementing AI systems are low, partly due to technology-centric approaches that neglect work practices. This study draws on Bourdieu’s theory of practice to highlight the potential power shift related to AI in customer relationship management, based on the concepts field, capital, and habitus. Two longitudinal case studies were conducted to understand the power shift related to AI implementation. These two AI systems were designed with the objective to support employees. However, subsequently, their implementation changed the balance of power with a significant shift towards more management control, resulting in a devaluation of employees’ work practices. The paper discusses implications for theory and practice in terms of the discrepancies and power shifts following the introduction of AI systems to support customer relationship management.