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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.

In our empirical study, we'd like to analyze the case of many traditional retailers around Europe with a view of competition with other on-line traders and distributors, the objective is to understand if using law and management strategy, using business legal strategies like patent or brands or other legal strategies (legal monopoly etc…) helps the traditional retailers to compete again the 100% online retailers, by developing among other a multichannel protected distribution.

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.

Managers are currently facing the challenge of information and communication technology (ICT) diversification from a managerial perspective and because of their role as an intermediary between employees and the organization. The purpose of our research is to examine the specificity of "technostress" experienced by proximity managers (PM). We develop the following research questions: What are the factors that create technostress and role stress among PMs? How do the creators of technostress influence the performance of PMs? The data were collected through questionnaires distributed to the PMs (managers or team managers) of organizations that extensively use ICT to perform their professional tasks. The return rate is almost 40%. We believe that what we consider to be the technostress creator, role stress, and PMs' performance are significantly linked. Therefore, role stress emphasizes that technostress creators negatively influence the performance of PMs when the level of role stress increases., Les gestionnaires sont actuellement confrontés au défi de la diversification des technologies de l'information et de la communication (TIC) d'un point de vue managérial et en raison de leur rôle d'intermédiaire entre les employés et l'organisation. Le but de notre recherche est d'examiner la spécificité de la «technostress» vécue par les managers de proximité (PM). Nous développons les questions de recherche suivantes: Quels sont les facteurs qui créent un stress technologique et un stress de rôle chez les PM? Comment les créateurs de technostress influencent-ils la performance des PM? Les données ont été collectées au moyen de questionnaires distribués aux PM (managers ou chefs d'équipe) des organisations qui utilisent largement les TIC pour accomplir leurs tâches professionnelles. Le taux de retour est de près de 40%. Nous pensons que ce que nous considérons comme le créateur de technostress, le stress de rôle et la performance des PM sont étroitement liés. Par conséquent, le stress de rôle souligne que les créateurs de technostress influencent négativement la performance des PM lorsque le niveau de stress de rôle augmente.