Disrupting the Organizational Frontlines

As an introduction to a Journal of Service Research special issue in 2017, Singh et al. advanced the concept of studying the organizational frontline as a noun, signaling a conceptual shift from the paradigm of using “frontline” as a qualifying adjective to modify a phenomenon of interest (i.e., frontline employee, frontline tensions, or frontline knowledge). This special issue builds upon this concept by presenting papers that examine the frontline itself. Specifically, the focus of this special issue is to highlight changes that are impacting the organizational frontline, driven by both man and nature, that have sparked disruptions in frontline routine. A functioning society is based upon personal routine and interpersonal assumptions for guiding our behaviors (Collins 1981). That is, we all rely upon social norms to help guide us. What happens, though, when such assumptions and routines are disrupted? What triggers such disruptions, and what forms might such disruptions take? The purpose of this introduction to the special issue is to examine such key elements of disruption in relation to changes developing at the organizational frontline. This examination of disruption will then be linked to each of the articles found in the special issue. In order to accomplish this, we first begin with a discussion of what is meant by disruption. We then offer a definition of disruption in relation to the organizational frontline. Following this, we discuss the sources, severity, and speed elements associated with disruption at the organizational frontline. This allows for the categorization of disruption, which then facilitates the placement of research focused on disruption and changes in the organizational frontline. We conclude by looking forward to research needed across these domains.