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Abstract
Many concurrent variables appear to influence people when they interact anonymously, either face-to-face (F2F) or in computer-mediated communications (CMC).This paper presents the results of a small exploratory research, conducted in a medical company in Italy, to investigate how the use of pseudonyms influences CMC behaviours.The study involved 32 newly hired or about-to-be hired graduates. Outcomes from this study show that, in the given organizational context, the use of pseudonyms in CMC produced more exchanges, higher verbosity and greater group collaboration.
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Notes on contributor
Luca Magni has worked for a wide range of multinationals in Europe and is now human resources director of the Mediterranean cluster of Johnson and Johnson Medical. He has authored a number of studies within the area of learning, problem solving, transactional analysis, leadership, change management, mergers and acquisitions. His recent research interests are in technology-enhanced reflective learning and its possible contribution to organizational sense-making and strategy development. After gaining an MSc in Organizational Psychology with Doctorate in Philosophy, he is continuing his studies at Lancaster University in the doctoral programme in E-Research and Technology-Enhanced Learning.