Tight cultures as a double-edged sword for burnout: the job demands-resources perspective on perceived organizational tightness and the moderating effect of gender.

Introduction: Although research on cultural tightness-the extent to which groups enforce strict norms and tolerate few deviations-reveals mixed effects on wellbeing, most existing evidence comes from national or regional contexts. Yet the dynamics inside organizations are distinct and warrant direct examination, as tight organizational cultures shape employees' daily job demands and resources. Building on cultural tightness theory and the job demands-resources model, we examine how perceived organizational tightness impacts employee burnout by influencing job demands and resources and whether these pathways differ by employee gender. Methods: We conducted a daily diary study across one workweek with 415 participants in the United Kingdom (Study 1) and a pre-registered online experiment with 643 participants in the United States (Study 2). We tested our hypotheses using multilevel regression analyses and path analyses in Study 1 and analysis of variance in Study 2. Results: The results indicated that perceived organizational tightness was associated with higher job demands and greater job resources, which then led to increased exhaustion and reduced disengagement, respectively. Further, the link between perceived organizational tightness and job demands was stronger among women, whereas the link between perceived organizational tightness and job resources was stronger among men. Discussion: This research clarifies why tight organizational cultures can both protect and undermine employee wellbeing and offers guidance for creating conditions that reduce burnout for both women and men.