Abstract
The article examines how digital technologies affect the use of labour resources in service enterprises. Six task categories are assessed by their automation potential, revealing a clear division: routine administrative work and standard transactions fall within the substitution zone, whereas diagnostics, complex problem solving and relationship building fall within the complementarity zone. The boundary lies at approximately 50 per cent of task time. A reallocation model shows that automation does not primarily reduce headcount but changes the composition of working time: the share devoted to routine tasks falls from 52 to 24 per cent, while client interaction rises from 31 to 44 per cent. Conditions under which the reallocation effect is realised are substantiated, together with the organisational requirements it imposes.
References
This work is licensed under a Creative Commons Attribution 4.0 International License.