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Abstract:

Purpose – To explore whether workaholism seems to be a pre-requisite for success in the high-technology industry.

Design/methodology/approach – Survey results from a team of fourteen managers are used as a case study, to examine tendencies believed to relate to workaholism. A variety of cross comparisons are presented as scatter plots to frame the discussion, along with composite profiles of individual managers.

Findings – While some of the managers seemed to represent the archetypal workaholic, some were quite the opposite. Others classified as either moderate or at-risk.

Research limitations/implications – Study took place within one company and using measures taken within a relatively short time span of several months. Statistical comparisons were not possible with a group of 14. The management group was exclusively male, eliminating any potential for gender comparisons.

Practical implications – These managers had proven success within the same company and a high demand industry. Yet some did not display workaholic characteristics, refuting the idea that a demanding and fast-paced environment requires one must be a workaholic to succeed.

Originality/value – Multiple measurement scales are used to develop composite profiles based on various aspects suggesting workaholism. This is an important examination of differences among managers within a context often cited as supporting, or perhaps requiring, workaholic tendencies. These examples indicate that employees need not sacrifice all else for work in order to get ahead.

Keywords:

Addiction, Managers, Workaholism

Article Type:

Case study

Article URL:

http://www.emeraldinsight.com/10.1108/13620430610683061

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