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Profiles of workaholism among high‐tech managers

Gayle Porter (School of Business, Rutgers, The State University of New Jersey, Camden, New Jersey, USA)

Career Development International

ISSN: 1362-0436

Article publication date: 1 August 2006




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


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.


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.


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.



Porter, G. (2006), "Profiles of workaholism among high‐tech managers", Career Development International, Vol. 11 No. 5, pp. 440-462.



Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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