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International audience; Given the information overload and technostress that affects team managers within the information and communication technology management framework, this study examines coping strategies and behaviors adopted by team managers to address technostress. Moreover, it evaluates the choice of coping strategies to improve performance. Using the concepts of interdependence and leader member exchange (which refers to the identification of coping strategies), a study involving three companies was conducted to identify coping strategies. Overall, four interactional coping strategies were identified: non-procedural strategy, professional support strategy, achievement mechanism strategy, and mutual trust strategy. Four new coping theories were created based on these strategies to address technostress from an international perspective, thus enriching the literature on coping strategies and technostress. Empirically, the results explain a wide range of team managers' behaviors. These theories and strategies can be adapted as a solution for coping with technostress.

International audience; This study examined the adaptive behaviors of team managers (TMs) in the fight against technostress inthe information and communication technology (ICT) environment. Based on the opinions of employeesand experts, companies use exchanges, coordination, cooperation, and communications betweenemployees and TMs as strategies for dealing with complex and stressful situations. These strategies arecommunicated to TMs as adequate and operational adaptive strategies, and employees then apply them.We focused on socio-technical (ST) theory, which is “an approach to complex organizational work designthat recognizes the interaction between people and technology in the workplace” (Hughes et al. 2017). Long(2013) defines “socio-technics” as the interdependence of an organization or society’s social and technicalaspects. Thus, “contextual dependencies inherent in [an] ST system mean that interactions among allelements within that system contribute to shaping the whole” (Sadok and Bednar 2017). Although manystudies explore certain organizational aspects of the impact of work tasks and the effects of job roles,cultural deference, volition, and responsibility within an organization, the stakeholder perspective is largelyignored. Therefore, this study focused on a certain class of stakeholders (Coakes and Elliman 1999)—TMs—to bridge this literature gap. Primarily, this study answered the following questions regarding TMs: (1) Whatadaptive strategies do TMs adopt to manage technostress levels in an interactional environment? and (2)What coping strategies do TMs choose, given the type of coping identified?Theoretically, the study was conducted in the context of ICT management using “interdependence”(Deutsch 1973) and leader-member exchange (LMX) concepts, where information overload andtechnostress affect TMs (Graen and Cashman 1975). Subordinates also influence their superiors in thehierarchy of power (Blackburn, 1981); theirs is an interpersonal power relationship wherein TMs andemployees depend on each other. This allowed us to describe the processes used by TMs and employees todevelop various behavioral interdependencies in their respective roles. Rather than a single common typeof relationship or exchange, managers develop different ones with each subordinate (Graen and Cashman1975; Liden and Graen 1980). To express the differential relationships stemming from resource restrictionswithin a company, Dansereau et al. (1975) employed the vertical dyad linkage approach, a theory that dealswith the individual and dyadic relationships formed between leaders and their subordinates.We conducted an empirical multiple case study to identify types of coping strategies and adopt interactionalanalysis, as we were interested not only in the individuals but also the interactions of this dyad’s elementsthat help managers address technostress’s negative effects.

Information overload and technostress affect team managers in information and communication technology management. This study identified coping strategies to examine the behaviors team managers adopt to address these issues and evaluated the choice of coping strategies. Design/methodology/approach: We conducted an empirical multiple case study to identify types of coping strategies and adopt an interactional analysis. Using the concepts of interdependence and leader-member exchange, three companies and 13 respondents were studied. Findings: Four coping strategies were identified: non-procedural, professional support, achievement mechanism, and mutual trust. Based on these, four new coping theories address technostress from an international perspective. Empirically, the results explain a range of team managers' behaviors, highlighting the need to adopt policies addressing the counterproductive effect of technostress. Originality/value: Although many studies explore certain organizational aspects of the impact of work tasks and other factors within an organization, the stakeholder perspective is largely ignored. Therefore, this study focused on team managers to bridge this literature gap.