... of Missing Out Burn-out Masked emotions (stress) (Barber & Santuzzi, 2015a;Przybylski et al., 2013) (Bowling et al., 2015;Misra & Stokols, 2012) (Bauer & Murray, 2018;Boudokhane-Lima & Felio, 2015;Grandy et al., 2014) Lack of autonomy Interruptions Constant solicitations Impossibility of disconnection (Cho et al., 2011;Farivar et al., 2022;Garrett & Danziger, 2007) (Ragsdale & Hoover, 2016) ( Barley et al., 2011;Camacho & Barrios, 2022;Duxbury et al., 2014;Matusik & Mickel, 2011;Mustafa & Gold, 2013) Poor quality of social relationships Isolation Loss of collective support Negative perception of telemanagement (Charalampous et al., 2019;Mann & Holdsworth, 2003;Morganson et al., 2010;Salanova et al., 2016) (Mettling, 2015) Ethical distress Urgent ideology Loss of work sense (Barber & Santuzzi, 2015;Bittman et al., 2009;Eriksen, s. d.;Renaud et al., 2006;Rosa, 2013) (Sennett, 2006) Insecurity of the work situation Disappearance/unemployement of intermediate managers (Frey & Osborne, 2017;Zaware & Megha, 2020) The negative consequences caused by excessive use of CTs coincide with several risk factors mentioned in the Gollac report INRS (2020), notably the "intensity and duration of work" dimension which is omnipresent. In light of these observations, the question of connection regulation strategies in companies that might limit the impact of overconnection on employees was examined. ...