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            <idno type="halRefHtml">&lt;i&gt;European Review of Applied Psychology / Revue Européenne de Psychologie Appliquée&lt;/i&gt;, 2014, 64 (4), pp.203-211. &lt;a target="_blank" href="https://dx.doi.org/10.1016/j.erap.2014.05.003"&gt;&amp;#x27E8;10.1016/j.erap.2014.05.003&amp;#x27E9;&lt;/a&gt;</idno>
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                <term xml:lang="en">Problem-focused coping</term>
                <term xml:lang="en">Collective efficacy</term>
                <term xml:lang="en">occupational context</term>
                <term xml:lang="en">interdependence</term>
                <term xml:lang="en">self-determination</term>
                <term xml:lang="en">focused-problem coping</term>
                <term xml:lang="en">self-efficacy</term>
                <term xml:lang="en">collective efficacy</term>
                <term xml:lang="en">Self-determination Interdependence</term>
                <term xml:lang="en">Self-efficacy</term>
                <term xml:lang="fr">Sentiment d’efficacité collective</term>
                <term xml:lang="fr">Sentiment d’efficacité personnelle</term>
                <term xml:lang="fr">Coping centré sur le problème</term>
                <term xml:lang="fr">Sentiment d’autodétermination</term>
                <term xml:lang="fr">Interdépendance</term>
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              <p>&lt;b&gt;Introduction and objective:&lt;/b&gt; We examined the effect of collective efficacy on the strategies adopted to cope with stress in occupational contexts (problem-focused coping), comparing it with that of self-efficacy and self-determination.&lt;br /&gt;&lt;b&gt;Method and results:&lt;/b&gt; We studied two groups working in two different sectors of the foodservice industry, both characterized by high perceived stress but differing in their perceived interdependence (fastfood industry versus traditional restaurants). We showed that (1) collective efficacy is a more effective resource for dealing with stress than self-efficacy; (2) the relationship between self-efficacy and adaptive strategies is mediated by self-determination, but no such mediation is observed between collective efficacy and adaptive strategies, (3) these results are only observed in the presence of high levels of perceived interdependence (e.g., fastfood industry).&lt;br /&gt;&lt;b&gt;Conclusion:&lt;/b&gt; The managerial implications for mobilizing collective resources to overcome occupational stress are discussed.</p>
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              <p>&lt;b&gt;Introduction et objectif :&lt;/b&gt; Nous examinons l’effet du sentiment d’efficacité collective (SEC) sur les stratégies adaptatives en contextes de travail stressants (&lt;i&gt;coping&lt;/i&gt; centré sur le problème), comparativement à l’effet du sentiment d’efficacité personnelle (SEP) et au sentiment d’autodétermination.&lt;br /&gt;&lt;b&gt;Méthode et résultats :&lt;/b&gt; Nous comparons deux groupes de salariés travaillant dans différentes organisations de restauration, tous deux caractérisés par un haut degré de stress perçu mais différant sur le plan de l’interdépendance perçue (établissements type fastfood et restaurants traditionnels). Nous montrons que (1) le SEC est une meilleure ressource contre le stress que ne l’est le SEP ; (2) la relation entre le SEP et le &lt;i&gt;coping&lt;/i&gt; centré sur le problème est médiatisé par le sentiment d’autodétermination, mais que cette médiation n’est pas observée entre le SEC et le &lt;i&gt;coping&lt;/i&gt; centré sur le problème ; (3) ces résultats sont observés seulement lorsqu’un haut degré d’interdépendance est perçu par les salariés (e.g. fastfood).&lt;br /&gt;&lt;b&gt;Conclusion&amp;nbsp;:&lt;/b&gt; Les implications managériales pour mobiliser les ressources collectives permettant de faire face au stress professionnel sont discutées.</p>
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