People and Robots in Warehouses – Factors Determining Cooperation (Case Study)

Abstract

Industrial robotization is reshaping logistics systems, moving human-robot interaction (HRI) to the core of workplace operations. This paper examines how employees and managers in warehouse environments experience human-robot cooperation, focusing on perceived roles, trust, responsibility, and system reliability. Utilizing an exploratory qualitative multiple-case study design, empirical data were gathered from two distinct warehouse settings: one in Poland operating with the Geek+ system and another in the UK utilizing the AutoStore system. In-depth interviews were conducted with frontline warehouse workers and managers coordinating daily operations. The findings reveal a significant perception gap between organizational roles. While managers consistently view robotic systems as mere optimization tools for efficiency and attribute operational errors solely to human workers, employees often describe robots in quasi-relational terms—as "co-workers"—driven by strong task interdependence. Furthermore, system failures directly erode worker trust and cause operational frustration, whereas both groups tend to anthropomorphize non-humanoid robots through naming and diminutive references. The study demonstrates that companies rarely evaluate employee attitudes or include HRI considerations in implementation strategies, leading to misaligned expectations regarding error responsibility and safety. Effective human-robot cooperation in logistics depends not only on technical deployment, but on active management of trust, transparency, safety, and proper worker preparation. Consequently, organizations must extend robotization strategies beyond technical metrics to encompass the socio-technical dynamics of daily human-robot collaboration.