Les leaders facilitent-ils l'appropriation des syst{\`e}mes d'information collaboratifs dans les {\'e}quipes ?

TL;DR

This study investigates how leaders influence the adoption of collaborative information systems in small teams, revealing that leadership styles affect the speed and manner of system appropriation during complex project work.

Contribution

It applies Vygotsky's activity theory to analyze leadership roles in the context of collaborative system adoption, highlighting the impact of cooperation versus collaboration modes.

Findings

Leaders facilitate cooperation but may hinder collaborative feature adoption.

Different work modes influence how teams adopt new information systems.

Leadership dynamics are crucial in long-term collaborative technology integration.

Abstract

This research, focused on small work groups, proposes to examine the role of the leader in the appropriation of collaborative information systems. It is based on a three-year action research conducted during the implementation of the Microsoft Teams collaborative platform at a university. The aim is to understand how groups of students organize themselves to carry out complex projects over a long period of time and with varying distance constraints. Differences in the appropriation of the new tool appeared depending on whether the mode of work was cooperative or collaborative. To understand these different dynamics, we mobilize Vygotsky's activity theories (TA), more precisely Engestr{\"o}m's 2nd generation TA model (2000). The results reveal the role of leaders through the cooperation versus collaboration tension. In teams, a leader emerges who organizes cooperation but slows down the appropriation of collaborative features of the new information system.