Lorenzo Lucianetti

Biographic Data

ID172831
NAMELorenzo Lucianetti
GIVEN NAMESLorenzo
FAMILY NAMELucianetti
SIGNATURELUCIANETTI L
AFFILIATIONSUniversity of Chieti-Pescara
ORCID0000-0001-7030-186X
VERIFIEDYes
TOTAL WORKS6
TOTAL CITATIONS9
AUTHOR COUNT6
EDITOR COUNT0
FIRST PUBLICATION YEAR2015
LATEST PUBLICATION YEAR2025
H-INDEX2

  • Late Again? A Cross-Cultural Comparison of Meeting Lateness Frustration by Punctual Attendees

    Open AccessJoseph A Allen, Nale Lehmann-Willenbrock et al.ARTICLECross-Cultural Research2025References: 35

    Workplace meetings are often used to help accomplish individual, group, team, and organizational goals. Despite the relatively common occurrence of meeting lateness in U.S.-American samples, less is known regarding other cultural contexts. Following Conservation of Resources theory, we expect that employees from different cultures should experience meeting lateness as a legitimate stressor. Cross-cultural theory suggests that organizational pract…

  • Supervisor Age and Embeddedness, Employee Embeddedness, and Job Performance

    Open AccessThomas W H Ng, Jaclyn Koopmann et al.ARTICLEWork Aging and Retirement2022References: 20

    Guided by social information processing theory and regulatory focus theory, this study examines embeddedness contagion related to supervisors’ age. Older (vs. younger) supervisors are more likely to become embedded in their organizations, and when employees see these older supervisors as more embedded, they are likely to take this as a positive cue signaling them to become embedded in the organization, too. This tendency is an important topic wit…

  • Reporting Concerns About Earnings Quality: An Examination of Corporate Managers

    Open AccessJoseph F Brazel, Lorenzo Lucianetti et al.ARTICLEJournal of Business Ethics2021

  • The Ubiquity of Meeting Lateness! A Cross-Cultural Investigation of the Small to Moderate Effects of Workplace Meeting Lateness

    Open AccessJoseph A Allen, Nale Lehmann-Willenbrock et al.ARTICLECross-Cultural Research2021Cited by: 2References: 55

    Meeting lateness—that is, meetings starting past the pre-scheduled time—can be viewed as a disruption to the temporal pacing of work. Previous research in the United States indicates that late meetings produce less optimal outcomes, but empirical insights concerning the extent to which experiences of meeting lateness are similar or different across different cultures remain sparse. While prior work suggests differences in how individuals from dif…

  • “You Wouldn’t Like Me When I’m Sleepy”: Leaders’ Sleep, Daily Abusive Supervision, and Work Unit Engagement

    Christopher M Barnes, Lorenzo Lucianetti et al.ARTICLEAcademy of Management Journal2015

    We examine the daily sleep of leaders as an antecedent to daily abusive supervisory behavior and work unit engagement. Drawing from ego depletion theory, our theoretical extension includes a serial mediation model of nightly sleep quantity and quality as predictors of abusive supervision. We argue that poor nightly sleep influences leaders to enact daily abusive behaviors via ego depletion, and these abusive behaviors ultimately result in decreas…

  • Goal striving, idiosyncratic deals, and job behavior: Goal Striving and Idiosyncratic Deals

    Open AccessThomas W H Ng, Lorenzo LucianettiARTICLEJournal of Organizational Behavior2015Cited by: 7References: 11

    Two important gaps remain to be filled in the idiosyncratic deals (i-deals) literature. First, it is unclear which employees are predisposed to seek and receive i-deals. Second, it is unclear how employees' perceptions of whether their coworkers are receiving i-deals affect their own i-deal experiences. This study proposed a theoretical model suggesting that (a) three key motivational goals identified in human development research, that is, achie…