Pourquoi prendre le risque de la déviance ? Cas de comportements organisationnels face à une technologie Réseau

This article proposes a qualitative analysis of organizational behaviours towards the expected uses of an Employability-oriented network technology. The study of three cases, on the basis of semi-structured interviews and non-participant observations aims to answer the following problem: Why do some actors take the risk of deviance? In fact, individuals adopt the behaviours expected by the designers and initiators of technology: they make their practices visible, they share their resources and coordinate their activities. However, others adopt a behaviour differ from the rule: they multiply the interaction tools. The action becomes opaque. To understand this phenomenon, the article mobilizes the theoretical framework of social regulation (Reynaud) and innovation (Alter). This framework is particularly relevant to understanding behaviours which are out of step with the prescription. These organizational behaviours represent a risk because they lead to uncertainty. Practices are unpredictable and illegible. The cooperative process needs change. These deviant behaviours are not motivated by a desire of opposition against the Network technology. It is a question of structuring collective action differently. The objective of this deviance is to transform and protect cooperation within the network of relationships, transformation and protection not provided in the Digital Social Network.