The present research project investigates tightness-looseness as a fundamental dimension of cultural variation within the Italian context. We propose this cultural dimension to be associated with differences between North and South of Italy, respectively; and that tightness more likely rises in regions affected by natural disasters and economic crisis. Furthermore, we expect tightness-looseness to be associated with personality characteristics; specifically, tightness is expected to influence individuals¿ prevention focus and need for closure, and looseness to influence promotion focus. We also predict that when a person¿s personality (i.e., NFC and Prevention focus) matches the prevalent dimension of one¿s culture (i.e., Tightness), culture functions as an important amplifier of the positive effect of personality on subjective well-being at the individual level.
We further propose that variations in tightness-looseness in the larger society influence cultural differences within workplace organizations. We also argue that societal tightness-looseness effects on organizational culture reflect the economic situations (i.e. crisis) so that tightness is more pronounced under organizational crisis. Moreover, as organizational leaders influence the organizational culture we also expect that the autocratic leadership style will positively influence the degree of tightness present in the organization. Last, we expect a person-organization culture (and a person-leader) match hypothesis, predicting a positive effect of the fit between employee NFC and organizational culture and between employee NFC and leader style on employee performance and well-being.
By integrating theories at various levels of analysis (cultural, organizational and individual levels), the present research project would have innovative theoretical insights for understanding dimensions producing cultural differences in the Italian context and their influence on workplace organizations and individuals.
Gelfand et al. (1996) argued for the importance of understanding cultural tightness-looseness in order to avoid or solve issues that derive from cultural differences. However, they also observed variations within tightness-looseness with regions. For instance, Gelfand et al. (2011) found that Italy, as a whole, had a tightness score (6.8) that was nearly equivalent to the average (6.5). Although this research can provide important information about Italian culture, there is a major limitation of these results which must be addressed. Italian data, ostensibly representative of the entire nation, was collected solely in the city of Padua, located in the North of Italy. It is far from clear if these results would generalize across the whole of Italy. Indeed, more recent research (Harrington & Gelfand, 2014) has found variation in tightness-looseness within the United States and it is likely that there exists a similar variability in Italy. These studies will check for this possibility.
This research can advance the literature in four main directions.
First, it gives a more clear picture of cultural attitudes in one specific country. Based on the results of Gelfand et al. (2011) it would seem that Italy is not a particularly tight culture. However, this could merely be a reflection of Northern Italy which would give a biased picture of Central and Southern Italy. In general, knowledge of cultural attitudes is only useful if it is accurate; otherwise, this knowledge would instead be the source of stereotypes and misinformation. This research could either verify that Gelfand et al.¿s results are accurate or present a more accurate picture of the variability within Italy. In either case, this research is necessary for any future researchers who are interested in cultural attitudes within an Italian context.
Second, it is increasingly critical to have an accurate picture of Italian cultural attitudes. Italy¿s place in Europe has been put into question after the results of the most recent election (Tharoor, 2018). The main powers in the ruling coalition have advocated for a removal from the European Union, which could trigger harmful effects that extend beyond the borders of Italy. Even if Italy does not leave the EU, this will likely be an enduring political topic, both specifically within Italy and generally within Europe. Cultural tightness-looseness is a particularly important cultural attitude as it speaks to individuals¿ tendency to accept versus reject strong regulations, and so it is critical that research focuses on this specific area of research. In this light, a deeper and more accurate knowledge of Italian cultural attitudes becomes incredibly important. Cultural conflicts between Italy and other European states will likely increase, both in the present and in the near future. Consequentially, it is important for Italians, citizens of other States, and researchers to understand hitherto unstudied regional differences in tightness-looseness. This research, in turn, can lead to future research in how these cultural attitudes translate into beliefs, attitudes, and action.
Third, this research can advance the literature into two important but unstudied areas: the relationship between individual differences in tightness-looseness with other variables present in (1) the larger culture and (2) within particular organizations. Whereas the extant research has focused on differences between and within different nations, in order to advance this research we must also study connections between other constructs. In this particular set of studies, we will study the degree of tightness-looseness in a workplace organization and how this is influenced by an autocratic leadership style. This, taken individually, is an important topic, both as individuals spend a large proportion of their time at work and because these organizations can have a different set of social norms and social hierarchies. However, this speaks to an even larger issue: if a cultural is more tight or more loose, what other differences can we see in throughout the culture? This question is critical in order to assess the practical usefulness of cultural tightness-looseness; this research begins to answer this question.
Fourth, this is also the first research that will have assessed the fit between the tightness-looseness in a particular context with other relevant individual differences¿in our case, with need for cognitive closure (NFC) and promotion and prevention regulatory focus. We will test this hypothesis with respect to the tightness-looseness of the overall culture (i.e., individuals who score highly on prevention focus and NFC will have greater well-being in tight cultures) and within the workplace (i.e., individuals with a high NFC will be more productive in a tight workplace organization and with an autocratic leader). This research will consequentially expand the cultural tightness-looseness literature in an understudied context.