This study qualitatively analyzes interactional coping strategies used to managed technostress in the post-adoption stage of information technology implementation at a French legal firm. The nine strategies are participatory, collaborative, conflict resolution, bureaucratic coping (adaptation), perceived contribution to exchange, loyalty, affect, professional respect, and mutual trust. A critical perspective was applied to a longitudinal study of the intervention process. First, a problem with task distribution at the individual level affected the efficacy of perceived contribution strategies to exchange and professional enhancement. Second, a lack of creative interaction between group level colleagues undermined strategies of collaboration, mutual aid and assistance, participatory adaptation, and mutual trust. Third, a lack of digitalization commitment at the organizational level negatively affected conflict resolution and bureaucratic adjustment. Finally, an absence of loyalty and affect strategies was evident.
This study identifies coping strategies to examine the behaviors adopted by team managers in addressing technostress. It evaluates the choice of coping strategies to increase performance. A study involving 3 companies and 45 respondents was conducted to identify coping strategies. However, as we chose to make a deeper interview after the first one, we continued our interviews with those who are available for 8 hours of interview, (2 hours each time); therefore we continued with 13 people. Overall, four interactional coping strategies were identified: Based on these, four new coping theories address technostress from an international perspective. This enriches the literature on coping strategies and technostress and the results explain a wide range of team managers' behaviors. Hence, it is necessary to adopt suitable policies to address effect of technostress.
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