Although much has been written about "workaholism," rigorous research and theoretical development on the topic is in its infancy. We integrate literature from. multiple disciplines and offer a definition of workaholic behavior. We identify three types of workaholic behavior patterns: compulsive-dependent, perfectionist, and achievement-oriented workaholism. A preliminary model is proposed; it identifies potential linkages between each type of workaholism pattern and important outcomes such as performance, job and life satisfaction, and turnover. Specific propositions for future research are articulated. We conclude that, depending on the type of workaholic behavior pattern, workaholism can be good or bad, and its consequences may be experienced or evaluated differently by individuals, organizations, and society at large. Researchers and managers should avoid making judgments about the positive or negative effects of workaholism until more carefully controlled research has been published.

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Whistle-blowing represents an influence attempt in which organization member(s) try to persuade other members to cease wrongdoing; sometimes they fail; sometimes they succeed; sometimes they suffer reprisal. We investigated whether women experienced more retaliation than men, testing propositions derived from theories about gender differences and power variables, and using data from military and civilian employees of a large U.S. base. Being female was correlated with perceived retaliation. Results of structural equation modeling showed significant gender differences in antecedents and outcomes of retaliation. For men, lack of support from others and low whistleblower's power were significantly related to retaliation; for women, lack of support from others, serious wrongdoing, and the wrongdoing's direct effect on the whistleblower were significantly associated with retaliation. Retaliation in turn was negatively related to relationships with the supervisor for both men and women, and positively related to women's—but not men's—decisions to blow the whistle again, using external channels. We finish by discussing implications for theory and practice.