Résumé
With reference to existing theories on user resistance toward IT implementation, the objective of this article is to depict the effects induced by a passive management style of conflict situations. This article is the continuation of research presented at the 10th AIM conference which analysed the first result of a research action conducted at Netia corp. (an high-tech SME). The case study presented now puts forward the way the project has been evolving and the reactions of the employee categories. This longitudinal research has been processed by the analyse of two key moments by which the situation switched from an inter-group conflict situation to straightforward individual resistances. By this way, the article shows that our observations are opposed, in some aspects, to the ones of Barki et al. (2001).