Les outils de travail collaboratifs, révélateurs et amplificateurs des tensions dans le travail des cadres

Abstract

The article is based on a qualitative analysis of the professional uses of the Microsoft Teams application and questions its capacity to support so-called “collaborative work”. The analysis shows the ambivalence of the uses, and even more the ambiguity of the notion of collaboration, even though this term is often used to describe new organizational forms. Indeed, the analysis shows that collective uses, often driven by managers, do not allow for participative and deliberative dynamics. On the other hand, the article highlights other forms of appropriation: employees use the tool to better manage their multi-activity and their involvement in numerous groups. These observations show that Teams, far from contributing to the emergence of organizational and management innovations, reveals and increase the risk of dispersion at work and fragmented organizational forms.

Keywords

• collaboration
• management
• digital tools
• multi-activity
• remote work