Interactional coping solutions: The case of a French legal firm

Feng, Min; Bourazzouq, Driss

doi:https://doi.org/10.59876/a-607p-dn0b

“Technostress is the stress that individuals experience due to their use of IT” (Tarafdar et al, 2020), the technostress is relevant for both individuals and organizations in the context of new information system (IS) implementations and the broader ubiquity of information and communications technology (ICT) systems. In this context, the continuity of use is a significant concept in studies involving individual users. Bhattacherjee and Lin (2015) defined continuity as “long-term or sustained use of an information technology (IT) by individual users… IT acceptance and continuance are conceptually and temporally distinct behaviors, in that continuance can occur only after acceptance (first-time use).” We assume this first-time use to be the initial adoption of IS and anchor this study on the intention to continue to adopt coping strategy (Beaudry & Pinsonneault, 2005) after implementation (post-adoption) (Karahanna,1999). Dassetto (2013) and Kozlowski (2006) evoke a relationship of dyads between the manager and his employees within a group. In this logic, allows us to conduct a study of coping strategies (Bhattacherjee et al., 2018) with an interactional perspective (interactional coping strategy: ICS) in a context of information overload and technostress.

Specifically, a longitudinal case study was conducted to identify ICS in the post-adoption stage of information technology (IT) implementation at a French legal firm. The nine strategies (Feng & Kalika, 2019) were participatory, collaborative, conflict resolution, bureaucratic coping (adaptation), perceived contribution to exchange, loyalty, affect, professional respect, and mutual trust. The objective is to understand the impact of ICS on managing technostress in the post-adoption stages of the implementation. After describing the strategies which will be implemented, we can say this study is an attempt to understand the impact of ICS on overcoming technostress in the post-adoption phase by answering the following research questions, this answer will be under a longitudinal process:

R1: How do ICS impact technostress in the post-adoption stage?
R2: What is the evolution of ICS?

Theoretical background

Although this study falls within the field of IS and solutions management, it further expands the theoretical background by incorporating analytical tools from the marketing field.

The relevant literature includes a survey of post-adoption solutions in IS and other services to identify relevant connections with the post-adoption literature on ICS, with reference to managing technostress. First, the different stages of adoption (pre-adoption and post-adoption) are described. This is followed by the expectation—confirmation theory (ECT), which explores post-adoption experiences for a product or service (Oliver, 1980a).

Adoption stages

Over time, the literature on adoption has focused on different variables such as use, reuse, and continuity (Campbell et al., 2013). This trend has led to the identification of adoption phases, such as pre-adoption and post-adoption.

Pre-adoption

Karahanna (1999) provided a short description of pre-adoption: pre-adoption beliefs are primarily based on indirect experience (affect or cognition) with IT, the objective of defining continuity of use. Therefore, the behavioral intention of a person is understood by his/her attitude. That is, if a person adopts a performance-oriented efficient behavior, others will see and perceive his/her capacity (Pavlou, 2006). This intention is influenced by attitude (Ajzen, 1991), which “reflects an individual’s positive or negative assessment of a behavior” (Pelling, 2009). Veiga (2014) also specified that a person’s perceived expectations of adoption and use are directly related to his/her positive experiences with organizational support.

Experience influences perceived behavior control a priori and can make the difference between behavioral intention in the pre- and post-adoption phase.

Post-adoption

Karahanna (1999) highlighted that post-adoption usage beliefs are based on experience. Kim and Son (2009) explained that the post-adoption phase (continuous adoption or disruption) (Parthasarathy & Bhattacherjee, 1998) always focuses on variables such as continuity of use, but neglects other factors, such as recommendation (dedication-based outcome) and complaint (constraint-based outcome). In other words, post-adoption relies more on interpersonal information (Rogers et al., 2014).

This study thus focuses primarily on the post-adoption phase and uses ECT as a conceptual framework (Oliver, 1980b), this is with focusing on end users as developed by (Tarafdar & Ragu-Nathan, 2010) and the dyadic relation of the types of the end users, the managers and their teams.

Conceptual review ECT: interactional coping solutions (ICS) in the post-adoption phase

ECT has extensively analyzed consumer behavior after the adoption of a product or service “to measure and understand firm agility from the customer perspective” (Atapattu et al., 2016). Wolverton et al. (2020) explained that “ECT delineates a process model in which an individual compares their pre-usage expectations about a product or service to their post-usage perceptions, to determine the extent to which their expectations are confirmed.” Therefore, there is a continuity of services throughout procurement (Bitner et al., 2000; Chen et al., 2006).

Similarly, the disconfirmation (or fulfillment) of expectations has a significant influence on consumer evaluations and the judgments of product and brand performance.

Specifically, “consumers form initial expectations about a product or service prior to initial use” (Wolverton et al., 2020). Additionally, cancellation can lead to a loss of customers. Kim and Son (2009) share the same opinion: “At the end of the transaction, the consumer confirms his expectations through a purchase process of evaluation and calculation of their level of satisfaction, which affects their future loyalty online, including buy-back decisions. In this study, waiting was considered an evaluation criterion in the post-purchase phase” (p. 49‑70).

Therefore, drawing on ECT theory, we consider five evaluation themes—perceived usefulness, perceived ease of adoption, perceived appreciation, perceived quality, and cost—when considering the satisfaction levels in the post-adoption phase of an ICS implementation. These themes provide the focus for diagnostic interviews.

Perceived usefulness

Cho and Sagynov (2015) found that “perceived usefulness had a slightly greater effect on consumers’ purchase intention to shop online than perceived ease of use” (p. 21‑36). Perceived usefulness (a post-adoption belief) “refers to the extent to which a particular object or tool is helpful for individuals to finish tasks” (Wu et al., 2020) and “defining the determinants of online impulse buying through a shopping process of integrating perceived risk, expectation—confirmation model, and flow theory issues” (Davis, 1989). Additionally, “the perceived user interface quality significantly affects the post-adoption self-efficacy and post-adoption perceived usefulness” (Gupta et al., 2020).

Perceived ease of use—Perceived ease of adoption

Ease of use allows us to understand the complex nature of IT as an edge factor in explaining user behaviors toward continuous IT use (Thong et al., 2006). Specifically, “Consumers would compare their pre-use perceptions of ease-of-use based on general beliefs or own/vicarious experiences with digital technologies” (Joo et al., 2017).

Gefen and Straub believed that the perceived ease of use would not affect the adoption of IT because it is not inherently linked to the product or service itself. On this basis, we assume that the perception about a facility does not directly influence the adoption performance of ICS and that it cannot determine whether ICS is an applicable and adequate policy to manage technostress.

Quality

Marketers and business leaders have realized that they need to provide high-quality services to retain their customers and grow their businesses (Dabholkar et al., 2000). Customer expectations impact customer satisfaction through the perceived quality of their product: “The perceived user interface quality significantly affects the post-adoption self-efficacy and post-adoption perceived usefulness” (Wu et al., 2020). Similarly, “users invest more with an M-wallet after the initial adoption only when it minimizes their cognitive load during consumption, and the perceived user interface quality is one such mechanism” (Chatterjee & Bolar, 2019).

Perceived enjoyment—Perceived appreciation

Davis (1989) defined perceived enjoyment as the extent to which a computer system is perceived as personally pleasing, regardless of its instrumental value. We consider the use of IS or ICT as something enjoyable or, in any case, an element that enhances company productivity. There is also “a relationship structure for indicating shopping enjoyment (a type of flow experience) and rational responses as two mediators to the target of customer satisfaction from personal and technological drivers” (Rose et al., 2012).

Further, Novak et al. (2000) argued that, along with flexibility, novelty, creativity, and originality, enjoyment is also linked with the motivation to use a product or service continuously. Given this study’s context of understanding the adoption of ICS within a law firm, we have measured pleasure in the context of solution implementation by the appreciation of the various employees involved.

Additional costs (AC)

Change costs are defined as “the costs that customers associate with the process of changing from one supplier to another” (Burnham et al., 2003). Change costs are the customer costs related to change, renewal, and implementation. According to Park et al. (2014), these are additional costs after the adoption of an IS, a change of supplier, or new implementation.

Now, after reviewing the important basis of the literature and theoretical framework, we’d like to present the methodology, which as important in this article and which was applied rigorously during our study.

Methodology

The intervention research (IR) method was adopted in this study. Our methodological approach creates knowledge through an interaction between the researchers and practitioners within a firm. The reasons for choosing this method and its contributions to the field of organizational change are highlighted in the following sections.

Intervention research

Merini and Ponté (2008) explained that “intervention research (IR) as action research (AR) is, above all, a research on the action, carried out indirectly in action, action for perspective.” Additionally, this “falls within a triple perspective: describe, explain, and transform the research subject to get to know it better” (Krief & Zardet, 2013). Further, “People undertaking action inquiry may employ the same tools and methods as researchers for theory building, systems thinking, or causal analysis in one form or another” (Chevalier & Buckles, 2019).

Most AR research is based on Lewin’s work from the 1950s (Dubost & Levy, 2002; Krief & Zardet, 2013). Lewin (1947) believed that “observation is an ethnographic description of reality, which adds a problem to the theory and the quest or action we are starting is gradually coming closer to the truth.” Therefore, the Lewinian AR aims to “produce knowledge and enable the social system to change” (David, 2000).

Additionally, the difference is “Action research (AR) can be defined as a collective process bringing together researchers and practitioners aiming to resolve knowledge directly linked to the practices of social actors” (Hess, 1989). Therefore, the main objective of AR is to produce practical knowledge. Despite its anchoring in action, IR focuses on improving results (Merini and Ponté, 2008). Therefore, we need to distinguish between IR and AR. For example, in IR, “the researcher’s position is that of a pragmatic who generates empirically grounded knowledge,” whereas, in AR, the researcher is seen as “the organizational engineer, the purpose is design, implement and test research-intervention” (David, 2010). Hence, researchers are regarded as partners who take the same responsibility for the result of the project as the participants (Liu, 1997). This constitutes a design and change management model, in which the design and implementation of new features are managed simultaneously (Gonzalez-Laporte, 2014). In this sense, we utilize intervention research to assess the efficacy of ICS in managing technostress in the post-adoption stage of IT implementation and this is in a longitudinal single case perspective.

Longitudinal single case study and intervention research

A longitudinal study puts the researcher-intervener at the center of the intervention project for a relatively long period, thereby facilitating the study of the evolution of complex phenomena over time (Van de Ven & Huber, 1990). The real-time development of individuals or a group can be tracked over a given period, P1 to P2. The duration of the follow-up can vary from a few weeks to several years. Our study includes a post-adoption analysis that adopts the ECT.

A week after the project launch, we collected data and interviewed individuals about the expectations of the group members from ICS. We also aimed to follow-up and understand the possible dysfunctions of these ICS after six months. The data were collected at the beginning and the end of the project, illustrating a systematic differentiation of the expectations, gap, dysfunctions, and satisfaction levels (see Figure 1).

Figure 1

**Plan for the intervention procedure**

Further, we established detailed activity schedules over seven months, alternating weekly between laboratory and scientific observation within the firm (see Table 1).

The intervention paths

An intervention path was formulated to guide the intervention. This path allowed us to account for the problems reported by the participants in the field. An alternating approach between the theoretical ground and the empirical field was followed from the launch until the end of the intervention. This path consisted of problematizing, preparation, evaluation, improvement, and validation (see Figure 2).

Problematizing: After the project launch, we started identifying the perceptions surrounding problems, concerns, and expectations using the five evaluation themes (perceived usefulness, perceived ease of adoption, perceived appreciation, perceived quality, and cost). After each participant provided their opinions on and expectations from the implementation of ICS, we assimilated all possible problems, suggested solutions, and suggested improvements.

Preparation: This stage consisted of an intervention provision and a pre-assimilation of the next steps for each period. Each intervention and decision was determined and tested, which was consistent for each period of intervention.

Assessment: This step involved data collection. We gathered data from observations, interviews, and secondary sources. This approach allowed us to obtain direct and indirect opinions of the participants and helped identify possible malfunctions in the process.

Improvement: Based on participants’ feedback, we made changes to the intervention processes and assessment criteria.

Validation: Data were built through several rounds of representative follow-ups, modifications, and improvements.

The method of analysis in intervention research

We demonstrated the path of analysis by theme, sub-theme, witness phase, key idea, mirror effect, “not mentioned,” expert opinion, and strength of an idea.

Themes and sub-themes: The objective of the diagnostic interviews was to collect data on the dysfunctions of the five evaluation themes. The theme tree (work condition, work organization, time management, communication-coordination-consultation [3C], integrated training, and strategic implementation) and sub-themes were set up as guiding threads for the researcher-participant to monitor the progress and obtain the overview of the project (Table 1). These themes and sub-themes were then mapped to serve as reference points for sustained improvement from the intervention approach (Figure 4). This method helped us begin the transcription and selection of data using key ideas.

Key ideas: A key idea is an expression that summarizes a problem. The researchers invites stakeholder-participants to illustrate their feelings (Locke, 2003). These fundamental ideas can be built using software packages such as Nvivo or Segese.

Figure 4

**Reasoning for the interviews**

This process of identifying themes, constructing ideas, and clarifying links allows researchers to establish the hierarchy of the mirror effect that qualitatively structures the information under the five evaluation themes of ICS.

Figure 5

**Tree and construction steps for the mirror effect**

Witness sentences: After the semi-directive interviews, we rewrote the testimonies using simple sentences, which were later refined into key ideas. We then classified these key ideas into themes and sub-themes.

Mirror effect: The mirror effect is an analysis of the interview that summarizes the sentences or expressions of the participants from the intervention group. These verbatim or witness sentences allowed us to verify, compare, and complete the results. This technique can be used at different stages of the research intervention process (Krief & Zardet, 2013). The mirror effect is used to create a tree of key ideas from the interviews, sorted by themes and sub-themes, and illustrated by the witness sentences in the raw state.

Not said: The “not mentioned” category refers to unclear and indirect sentences of participants. These may have been identified through observation, experience, certainty, or interaction of the researchers due to their expertise.

Expert opinion: The expert opinion comprises a summary, including a diagnosis of the problem or malfunctions. It includes the mirror effect and sentences from the “not mentioned” category.

Main idea: The main idea allows us to conclude on the improvement of the work theme. After reconstructing expert opinions, we identify them by theme, which highlights the understanding of the root causes of failures.

Table 1

**Malfunctions in the post-adoption of ICS**

Data collection: presentation of the law firm

The law firm in our study is a business law firm but also, incidentally, an investment service provider (PSI). The law firm works with national and international customer especially customer in French or multilanguage speaking countries, with French as one of the official legal languages (Belgium, Switzerland, Canada, Luxembourg). The firm management consists of two senior partners, with a third negotiating to join them. It is among the five largest business firms in the Burgundy Franche-Comté region. It also includes several junior lawyers and lawyer collaborators (lawyer collaborators are not associated regarding profit but receive retrocessions).

The firm manages the legal affairs of companies in the field of construction, particularly in the energy industry. It also manages the affairs of certain start-ups in the field of innovation. Finally, the firm deals with banking law and some areas of business law as well.

With reference to Table 1, the data collected in the second period required waiting for the implementation of the ICS policy, while the data collected in the third period required the reflection of the performance and dysfunction of the ICS policy. During data collection, we encountered difficulties primarily related to the strict work schedule in the legal field. Sometimes, the participants did not have time to answer our questions; this was particularly true for senior lawyers, who had a busy schedule and court appearances with clients. Often, we were obliged to pause our interview because of new developments in the business, motivated by a senior partner or calls from clients. In other instances, we had to communicate indirectly (through phone or email) because of the nature of this field. In such cases, a call report would be drafted and circulated. Finally, we synthesized the reactions and feedback of the participants and shared these to help them follow the evolution of the intervention process and perceive the opinions of their colleagues. All this previous process led to the analysis of data.

Data Analysis

As mentioned above, “research-intervention methods have a threefold perspective: to describe, explain, and transform the object of research, to know it better” (Savall & Zardet, 1996). We thus focused on “ … building a resolutely transformative research-intervention method” (Savall et al., 2019). Specifically, we interpreted the description using a transcription of interviews with witness sentences, which were explained synthetically using key ideas and expert opinions. Finally, to understand the research object that must be transformed, we provided relevant ideas to improve the interviews and intervention project results.

In other words, the researchers who intervene in the organization rarely delay in addressing the problems they encounter. This access to the field gives them proximity to the problem. Therefore, “the intervention is not only the exploration of a system but the production of knowledge and concepts that make it possible to think of the trajectories in which a collective could engage” (Hatchuel, 1994). The first step is to discern between witness sentences, themes, and sub-themes. In the second step, we selected significant sentences in themes and sub-themes as key ideas. In step three, we identified the mirror effect and the awareness of what is unspoken to build expert opinions. The last step was to formulate strong ideas by grouping expert opinions (see Figure 6).

Figure 6

**Steps of the analysis path**

Expectation via problematizing

The expectations of different participants, which can be positive or negative, are reflected in Table 2. These expectations not only determine the direction of the interviews and ensure a more effective policy for the analysis, but also allow us to make comparisons with the opinions collected at the improvement stage.

For example, Arnaud was in favor of the ICS approach and had a positive vision for the results of the intervention: “So, we will evaluate the solutions for the steps that we will adopt. In summary, I understand that these solutions will help us manage stress. So, the goal is to marginalize this stress so that it is at the lowest level possible and so that the TIC is used as efficiently as possible. Thus, it is easy, but it depends on how we manage it.”—Arnaud, discussing his expectations of individual solutions.

First, it should be noted that most companies rely heavily on ICT as a competitive edge. However, there is stress associated with the use of ICT. Second, the participant assumes that it is necessary to implement coping solutions to minimize this stress and maximize technological advantages. Finally, customs and individual solutions should not be overlooked. Support, whether professional or familial, ensures the proper implementation of ICS. Therefore, for Arnaud, coping policies will be required to manage the effects of technostress.

Another respondent, Frederic, discussed the need for adequate time in the evaluation process: “We will not be able to have an answer without time. My expectations are positive concerning the solution itself, as we must always be optimistic, but only time will be able to show us if there will be less technostress.”

Based on our preliminary observation of Frederic’s viewpoint, he has an ambivalent feeling about implementation. At a first glance, he thinks that ICS offers useful solutions and that the approach may be feasible. However, there are concerns surrounding the time it takes to obtain the results of the ICS and its long-term use. Further, Christophe expresses a positive expectation for the solution but a desire for a long-term observable result: “It is, first of all, an alignment of the use of the IS with the different actors.”

The behavior and will of the participants indirectly guide the results of the intervention approach. The proper dissemination of information under the intervention approach is necessary to inform the participants of the analysis progress. The participants are evaluated on the use of ICT using common criteria, for example, responses on the use of the same software or a similar frequency of use. It is thus necessary to avoid passive behaviors during the adoption process of the ICS. Therefore, according to Christophe, strategic coherence is an explicit condition for the functioning of the coping solution.

Thomas said: “I have always had initiative. I often tell my colleagues not to send me copies of emails that do not serve me or that do not concern me, so I think I have followed your nine solutions.” Thomas showed some apprehension, as he thought that ICS should be viewed from an undifferentiated viewpoint. By viewing the ICS point by point, the nine solutions cannot represent the whole result. For example, according to Thomas, a bureaucratic solution cannot work. Based on his experience, the initiative does not sufficiently manage technostress, individually or collectively, because his firm has a very distant hierarchy. Therefore, not all employees in the firm would want to work by being authors of collective initiatives.

According to Stefania, “The solution will not detract from my accountability or my working conditions. If it is effective, it will interest me, and it will help me to counter (a little) what you call technostress.” Stefania had positive expectations from the coping solution and the motivation to fight against technostress. Nevertheless, she remained modest in her expectations regarding the results of ICS. She wondered if the solutions could lower technostress and to what extent.

Witness sentences on themes and sub-themes

The statement, “There, I share my desktop with my colleagues in an open office, but it has a good view,” indicates the working conditions. The participant believes that his office is well placed, which concerns one of the sub-themes: the layout and arrangement of premises. This means that the working conditions are considered an essential element that can negatively or positively influence the ease of adoption of the ICS. A similar pattern can be seen in a statement regarding the perceived quality of work: “Yes, I have a busy work schedule, and a large number of files to manage, inevitably, the adoption of ICS will be of lower quality” (see Table 2).

Table 2

**Examples (Sample sentences) on the themes and ECT**

Qualitative dysfunction: the production of an expert opinion

In the following paragraph, we establish a diagnosis of the practice dysfunction in an intervention approach to manage technostress. Expert opinions were grouped thematically and constructed using mirror effects to reveal the unsaid. To provide external validation to expert opinions, we collected information and used information meetings (approximately one every fortnight) to communicate various opinions and the collective views. Usually, these expert opinions were recognized by participants, although the validation was implicit at times. Then, the key ideas were formulated to introduce improvement projects. In general, the diagnosis made by the participating researcher was virtually confirmed by practice participants; this means that they had experienced inadequacies and disadvantages in the firm, which provides room for improvement.

First, to illustrate the points to be highlighted, all main ideas were reclassified into themes associated with the previously identified ICS to understand the confrontation with technostress. Second, the progress of the intervention project we started during this period was tracked. Each key idea was then presented in the project improvement working groups at three primary analytical levels: individual, group, and organizational.

Identification of expert opinions through the mirror effect and revealing what was unsaid

Extract from a main idea

Main idea: The programming of activities is considered challenging and there is a concern about change, addiction to the computer system, and different areas of expertise.

Mirror effect: Except for the scheduling of activities that are considered difficult, other disruptive factors related to time management are disputed, such as anxiety about change and addiction to computer systems. These latter viewpoints were mentioned in the sub-theme of safety and nuisance factors under working conditions. This reappearance demonstrates the importance of these two considerations.

Unsaid: Our observation mainly concerns a different area of expertise, the lack of skill alignment, and how different tools are used.

Key ideas: The programming of activities is considered difficult: “It is difficult under the current conditions to adopt various policies quickly and easily” (PA).

“When things are done well, we will have set up an environment favorable for the adoption of our new tools and, therefore, for the improvement of our information systems.”

Key ideas: Concern about change: “Many people do not like change, and I view change with some apprehension.” (PA)

Key ideas: Addiction to the computer system: “Which, however, will allow us to work in better conditions, especially regarding our computer system.” (PA)

Results: formulation of main ideas and improvements

Below, we identify the expert opinions by themes and sub-themes (Table 3), (Table 4), which are linked to the intervention process, as a summary of key ideas. Therefore, Tables 3 and 4 show the key ideas and expert opinions that have been classified into three major themes of dysfunction for the company—individual, group, and organization. Along with Table 3, Table 4 and Figure 7 summarize the essential dysfunctions and main ideas of the individual, group, and organization in the improvement phase. Figure 7 give us the tree levels of analyses, individual, group and organization.

Finally, pertaining to the research questions, Tables 3 and 4 summarize the impact and evolution of ICS. Through expert opinion and key ideas for apply our model.

Figure 7

**Main ideas at the individual, group, and organizational level**

Table 3

**Summary of the expert opinion diagnosis**

**Summary of the expert opinion diagnosis (Cont'd)**

-> Voir la liste des tableaux

Table 4

**Summary of key ideas and expert opinions**

**Summary of key ideas and expert opinions (Cont'd)**

-> Voir la liste des tableaux

Results at the individual level: an inefficient distribution of tasks

The relationship between expert opinions and ICS reveals that the perceived contribution to the exchange and professional development is mentioned at the individual level. Other concerns relate to a lack of efficiency, waste of time, slowdown in production, inefficient planning, and the realization of projects. Competence and expertise allude to the issue of self-worth.

Practice faces the problem of work efficiency and productivity due to time constraints. The organization members work individually. Whether in terms of the quantity or quality of the tasks carried out by each member, this work mode generates difficulty for individuals in contributing to work. Therefore, this contribution is linked not only to the will to work but also to individual competence.

According to the title, the firm works using a hierarchy that does not necessarily value the work of each person within their area of expertise. For example, regardless of whether a case falls within their areas of expertise, senior lawyers take on files with potentially high financial gains. Trainees are often responsible for the most complex tasks (e.g., filing and replying to emails, administrative tasks, maintaining and managing customer relations, and contacting different parties by electronic means). Stakeholder-participants are the most affected by technostress, in our intervention research being identified as the trainees. Trainees’ tasks do not seem complicated. However, their limited expertise can cause complications, for example, errors in the classification or prioritization of emails. Similarly, legal documents were drawn up by secretaries who had limited legal powers. As a result, files were reassigned and reprocessed by junior lawyers or jurists, thus wasting time.

The division of organizational tasks was highlighted as an area for improvement because the poor distribution resulted in a work efficiency decrease. Further, this increased the difficulty in managing our IR. Therefore, an efficient distribution of tasks was urgently needed.

Results at the group level: lack of interaction among colleagues

Task management, interaction among colleagues, and well-being at work were classified as collaboration, mutual aid and assistance, participatory coping, and mutual trust. A motivating work environment gives rise to increased interactive behaviors among employees. Therefore, a positive work atmosphere can lead to greater mutual trust among colleagues. However, a lack of cooperation and weak interaction lead to insufficient information sharing, initiative-taking, or collective interest.

According to our observations, the firm operates hierarchically, according to the experts. For example, Arnaud said: “They know that I want to operate like this, and they make do with it. Especially those who are below me merely admit it.”

This creates distance among colleagues. Moreover, the firm does not have enough employee welfare facilities. Therefore, employees lack the space for exchange and communication. The employees also operate under time constraints and the senior lawyers frequently change location. Jurists face difficulties in prioritizing cases, especially since the priority scale is based on financial reports. This results in a lack of criteria for sorting and classifying files.

A lack of interaction among colleagues does not facilitate the timely or effective completion of work. To further develop the firm and conclude our intervention analysis, we recommend the provision of a social location and a reduction in hierarchical distance.

Organizational level: lack of commitment to legal digitization

Two categories of ICS have been identified at the organizational level: conflict resolution and bureaucratic accommodation. These emphasize the attachment to ICT, such as the complexity of internal software: “People faced with this difficulty have understood, in my opinion, that the judicial work is moving toward digitalization and that there is no choice. We are forced to adapt to various IT tools and still work internally… [However] each firm can adapt its internal software a little bit according to requirements or needs.”

Such a dependence on ICT also increases technostress. We found that employees spent substantial time working on computers, sometimes even during meetings. The participants understood that they were a part of the process of digitalizing legal information with the objective of moving toward a zero-paper approach. However, fearing that they would either fail to master such software or be replaced by a recruit who has a better mastery of the new software (techno-insecurity), the employees expressed uncertainties.

In the context of the digitalization of the firm, a lack of rigor is evident in technological benchmarking. In the face of a technological change, participants must be mentally and technically prepared for that change. However, in this case, the lack of adequate training and hierarchical support were proving to be problems. Additionally, the cost minimization solution was also questionable. These contradict the digitalization policy of the firm.

Therefore, our findings indicate that the implementation of a policy and training on technological changes should be prioritized by the firm.

Expectations for improvement

To meet the expectations of Christophe, who thought that the behavior of employees was one of the key elements in assessing the effect of the intervention, we brought the participants together by setting up an interactive and communicative environment. Christophe stated: “We promote interactions, even positive and productive interactions; we have an autonomous and open management model, which promotes the implementation of ICS.”

In the beginning, Stefania was interested in understanding the level of ICS effectiveness and questioned the positive effects of the ICS approach. Cost and time issues were also raised. During the second stage of the interview, she seemed less worried, saying that a long-term investment in ICS would be beneficial. She said: “There is an incidence of cost increase, but we can say that it is for the short-term. Since it is a trial, the firm will incur cost in the short run, but it can be very beneficial in the long run.”

Stefania was convinced that a long-term intervention could have a positive effect in managing technostress. She said: “It is difficult under current conditions to adapt to different tools quickly and easily. Even if we try to set up an environment of intervention as dynamic as possible, the firm has budgetary restrictions in place. In the short term, the effect of the intervention in the ICS station may not be evident.”

Thomas preferred to observe nine ICS with an undifferentiated perspective and treat the solutions individually.

During the second interview, we first clearly explained the nine ICS. An interview guide was then drawn up based on themes and sub-themes. The participants were questioned on the five factors of ECT theory. We carefully analyzed the effects of the nine ICS individually. Unfortunately, we could not intervene in individual behavior. For example, holding on to his initial complaint, Thomas retained an unfavorable view of the initiative: “Often, I delete them after reading; I do not delete them thoughtlessly.”

Frederic’s initial point of interest was to set up an adequate ICS policy. We implemented policies that facilitated the interventions, for example, information meetings twice a month to provide an opportunity for discussion among the participants. He stated: “We have meetings. We see each other under the supervision of the director. Some present issues, or current topics and projects related to the intervention project are discussed. We have the right to give comments on our work, but the meetings are not punctual; approximately twice a month.”

Occasionally, it was not possible to start the meetings on time due to the schedules of the lawyers. We informed them of the content of the meetings electronically. This meant that the participants could not ignore the feedback from their colleagues.

Arnaud’s expectations from the intervention approach were concerned with, first, the time necessary to obtain results from the ICS and, second, the long-term effects of the results.

Marge was more optimistic. Our intervention research lasted only seven months, which did not allow for a finalized result. However, the primary effects of ICS were captured, observed, and felt. We intend to continue the observation following this research in a more in-depth study and include additional elements.

Validation and conclusions

We made certain observations regarding French law firms in Table 5.

Table 5

**Impacts and evolution of the nine ICS**

Note 1: First, there is a problem with the distribution of tasks at the individual level, which is detrimental to the implementation of solutions for the perceived contribution and for professional development. Second, there is a lack of notable creative interaction among colleagues at the group level, which can undermine collaboration, mutual aid and assistance, participatory coping, and mutual trust. Third, a lack of commitment to the digitalization process is evident at the organizational level, which harms conflict resolution and bureaucratic coping. Finally, loyalty and solution affect are rarely mentioned by participants.

Note 2: We improved the procedure of our intervention research process based on our observations and the expectations of the participants. First, we explained that we were in the post-adoption phase of ICS for our study and our primary goal was to manage technostress. We also provided a clear description and explanation of ICS during the interviews. The structure of the interview guide was mentioned in the first information meeting. The objective was to give a clear vision of our intervention. Second, we tried to unite the participants by setting up an interactive, dynamic, and communicative environment for analysis. To implement information exchange policies, means of communication between the participants were provided. As we were subject to budgetary restrictions and time constraints, it is possible that the post-ICS implementation effects of the intervention were not apparent in the short term. Although we predicted that the effects of ICS would be more remarkable in the long term, we intend to maintain contact with the firm and conduct a follow-up study. Third, to ensure gradual improvement, we informed the stakeholder-participants whenever a change was made in our procedure. Sometimes, a lack of communication seemed to be the main hindrance to the intervention, which could be resolved through bureaucratic solutions, collaboration and mutual help, participative actions, or mutual trust.

Note 3: With the help of ECT theory, we created an analysis grid by linking different themes and sub-themes. This combination of methods validated our study.

In conclusion, we observed that ICT dependence is repetitive in terms of themes and sub-themes, and this dependence is often accompanied by concerns for change. These cognitive invoices had a significant effect on the results of the analysis of ICS in the post-adoption phase. Conversely, a hierarchical relationship currently characterizes the firm. A lack of legal expertise in specific areas was also identified. Both factors can affect ICS efficacy.

Limitations and further research

The primary limitation of the study lies in the generalizability of the results to other fields. We provided an explanation for the specific context of technostress, which can be applied to other research areas, but could require modifications. This study was carried out on a French law firm with a hierarchical relationship and some participants lacking legal expertise. These factors can affect the performance of the ICS. However, this analysis would need to be substantiated by additional studies. The internal and external impacts of digitalization were implied, which may provide parameters for future research in the legal field. For example, we don’t know, we don’t know if we can apply the same process and the same theory on notary firms, on new legal tech, that’s why there is a huge need of other studies to investigate and find solutions in this matter for legal companies and other organisations. Another element is that we proceed in our study to currently level study from individuals, group, and organization. the other idea is that future studies can work on specific organization level or in specific group level which can continue in the discussion of our study and try to find empirical from applied theory solutions for international law firms and other international legal firms

Interactional coping solutions: The case of a French legal firmLes solutions de coping interactionnelles : le cas d’un cabinet d’avocats françaisSoluciones interactivas de adaptación: el caso de un bufete de abogados francés

Abstract

Résumé

Resumen