Search

This symposium brings together a collection of four papers that extend the application of the tightness-looseness construct into the domain of management. These papers traverse a variety of topics, from unethical behavior, employee burnout, career motivation, to the creation of new business ventures. Each study contributes to a burgeoning body of literature that identifies tightness-looseness as a significant variable in understanding and navigating the complexities of management practices across diverse cultural landscapes. Upper Class Network Increases Unethical Behavior By Enhancing Norm Looseness Perception Author: Jiyin Cao; Chinese U. of Hong Kong Why are Some Nations More Entrepreneurial than Others? Unraveling the Link Between Cultural Tightnes Author: Valentina Assenova; The Wharton School, U. of Pennsylvania Author: Raphael H. Amit; U. of Pennsylvania Are Employees More Burnt Out in Tight vs. Loose Organizations? Author: Xi Zou; Nanyang Business School Author: Shota Kawasaki; Nanyang Business School, Nanyang Technological U., Singapore The Influence of Cultural Tightness on Workplace Motivation and Advice Author: Zaijia Liu; Fudan U. [ABSTRACT FROM AUTHOR]

Cross-cultural differences in social judgment have been a critical topic in the management literature. This article explores how culture and executive resources interact to influence individuals' social judgments. Drawing on a resource dependent view of the self-regulatory system, we investigate how cultural knowledge can facilitate self-regulation efficiency. In four studies with samples from the United Kingdom and Singapore, we found that when people were deprived of executive resources, they were more likely to display culturally typical judgments (Studies 1-3), regardless of their personal beliefs and perceived cultural norms (Study 3). Conversely, whereas constraining people by requiring that they reason in a culturally atypical style depleted their executive resources for performing a subsequent task, constraining people by requiring that they reason in a culturally typical style did not lead to any depletion (Study 4). The implications of understanding how deeply culture shapes individuals' habitual responses and the interplay between cultural influence and self-regulation processes are discussed. [ABSTRACT FROM AUTHOR]