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              <p>La transformation digitale des organisations représente un changement organisationnel complexe et incertain dans lequel les enjeux émotionnels et les processus de gestion des émotions apparaissent essentiels à comprendre. Nous nous inscrivons dans le champ théorique de la régulation émotionnelle en contexte de changement afin de comprendre les facteurs expliquant son efficacité. En mobilisant un cas de transformation d'une grande entreprise industrielle française, nous analysons les efforts de régulation émotionnelle initiés au sein de l'organisation mettant en jeu plusieurs groupes d'acteurs et leur réception par les métiers opérationnels, à l'aune de leurs expériences vécues du changement. Nous trouvons deux facteurs intervenant sur l'efficacité de la régulation émotionnelle s'exprimant en termes de distance entre acteurs, la distance entre l'intérêt des acteurs, orientés vers le changement ou la continuité de l'activité, et la distance aux métiers. La notion de Distance Temporalité -Métier émerge comme modérateur des efforts de régulation émotionnelle dans les organisations, et contribue à distribuer la place des différents groupes d'acteurs dans de tels dispositifs.</p>
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