Category
Self-RegulationWork WeekKnowledge Work
Creator
Type
Study
Date
January 1, 2021
Resource Link
Abstract
The purpose of this paper is to bring conceptual clarity to the heavy work investment (HWI) construct while building a model based on a review of extant empirical and theoretical research and to encourage further discussion and investigations regarding the nature of HWI, specifically its individual level antecedents, dimensions, and outcomes for both the employee and the organization. The proposed theoretical framework builds upon the Job Demands–Resources model and conceptualizes HWI on a continuum of workaholism and work engagement. Specific propositions for the antecedents and outcomes of the HWI continuum are developed. The paper ends with a discussion of future research directions.
Highlights
In an organizational context, as job demands exceed the job resources, employees are more likely to exhibit compulsive behavior, and hence we can expect more attitudes, cognitions, and behaviors typically associated with workaholism.
In situations where scarcity of resources is readily perceived along with a multitude of demands or challenges, the HWI continuum is likely to shift toward workaholism, and the opposite tendency is more likely when resources outweigh the job demands.
Conclusion
Keywords
Workaholism
More recently, a review of multiple definitions yielded the conclusion that workaholism is a type of addiction and can be identified with its three core dimensions as affect (such as joy while working but guilt when not working), cognition (such as obsession with working), and behavior (such as working excessive hours including while at home) [24]. Hence, workaholics typically enjoy themselves while working (affect), think a lot about work while not working (cognitive), and work for long hours (behavior). Workaholics seem to allocate little time to leisure activities or to family [25].
Models
Autonomy Paradox
Autonomy Paradox
The Inverted U-Curve Of Info Overwhelm
The Inverted U-Curve Of Info Overwhelm
15 - 5 - Random Walks and Wall Street
15 - 5 - Random Walks and Wall Street
Time Horizon
Time Horizon
Winner Take All Market
Winner Take All Market
Remember to reflect when you experience pain.
Remember to reflect when you experience pain.
Making Mistakes
Making Mistakes
Free-Floating Rationales
Free-Floating Rationales
Exit Strategy
Exit Strategy
4 2 Multi Criterion Decision Making
4 2 Multi Criterion Decision Making
Evolution by Natural Selection
Evolution by Natural Selection
Failure to Account for Base Rates
Failure to Account for Base Rates
Existence To Enlightenment Model
Existence To Enlightenment Model
Poison Pill
Poison Pill
Bribery
Bribery
Switching Costs
Switching Costs
Trapped in the Robot Control Room
Trapped in the Robot Control Room
Equilibrium (Homeostasis)
Equilibrium (Homeostasis)
Organizational Debt
Organizational Debt
Circle of Competence
Circle of Competence
The Wandering Two-Bitser, Twin Earth, and the Giant Robot
The Wandering Two-Bitser, Twin Earth, and the Giant Robot
3 5 Cellular Automata
3 5 Cellular Automata
17 - 2 - Seven Ways To Cooperation
17 - 2 - Seven Ways To Cooperation
Find out what you and others are like.
Find out what you and others are like.
Second-Order Thinking
Second-Order Thinking
17 - 1 - Intro_ The Prisoners' Dilemma and Collective Action
17 - 1 - Intro_ The Prisoners' Dilemma and Collective Action
Remember that almost everything will take more time and cost more money than you expect.
Remember that almost everything will take more time and cost more money than you expect.
Break Points
Break Points
Simulation
Simulation
Most value is created after version one
Most value is created after version one
Scarcity
Scarcity
8 3 Basic Growth Model
8 3 Basic Growth Model
Observe the patterns of mistakes to see if they are products of weaknesses.
Observe the patterns of mistakes to see if they are products of weaknesses.
Activation Energy
Activation Energy
Dunbar’s Number
Dunbar’s Number
Adaptation
Adaptation
6 4 Fitting Lines to Data
6 4 Fitting Lines to Data
Fat-Tailed Processes (Extremistan)
Fat-Tailed Processes (Extremistan)
Paradox of Choice
Paradox of Choice
Flywheel (recursive feedback loop)
Flywheel (recursive feedback loop)
The Problem Hypothesis
The Problem Hypothesis
Experiment, Feature, Platform
Experiment, Feature, Platform
Purchasing Power Parity
Purchasing Power Parity
Industrialization
Industrialization
Solve the Whole Customer Experience
Solve the Whole Customer Experience
Recognize that mistakes are a natural part of the evolutionary process.
Recognize that mistakes are a natural part of the evolutionary process.
13 - 3 - Mathematics on Urn Models
13 - 3 - Mathematics on Urn Models
Emergence
Emergence
What Is a Deepity?
What Is a Deepity?
7 1 Tipping Points
7 1 Tipping Points
2 - 4 - Peer Effects
2 - 4 - Peer Effects
Plus One Minus Two Rule
Plus One Minus Two Rule
Spring-loading
Spring-loading
Humanness Principle
Humanness Principle
Bell Curve/Normal Distribution
Bell Curve/Normal Distribution
Failure to See False Conjunctions
Failure to See False Conjunctions
Systems Thinking
Systems Thinking
Precautionary Principle
Precautionary Principle
The Red Queen Effect (Co-evolutionary Arms Race)
The Red Queen Effect (Co-evolutionary Arms Race)
15 - 2 - Sources of Randomness
15 - 2 - Sources of Randomness
13 - 4 - Path Dependence and Chaos
13 - 4 - Path Dependence and Chaos
Zero Tolerance
Zero Tolerance
Complex Adaptive Systems
Complex Adaptive Systems
Replication
Replication
Sphere of Influence
Sphere of Influence
Reversible vs Irreversible Decisions
Reversible vs Irreversible Decisions
7 2 Percolation Models
7 2 Percolation Models
Tragedy of the Commons
Tragedy of the Commons
Prioritize by weighing the value of additional information against the cost of not deciding.
Prioritize by weighing the value of additional information against the cost of not deciding.
The Intentional Stance
The Intentional Stance
Clarke’s Third Law
Clarke’s Third Law
Product Market Fit
Product Market Fit
11 - 6 - Lyapunov or Markov
11 - 6 - Lyapunov or Markov
Tendency to Want to Do Something (Fight/Flight, Intervention, Demonstration of Value, etc.)
Tendency to Want to Do Something (Fight/Flight, Intervention, Demonstration of Value, etc.)
Bullseye Framework
Bullseye Framework
5 4 Rule Based Models
5 4 Rule Based Models
Bias from Incentives
Bias from Incentives
Disney Creativity Technique
Disney Creativity Technique
Leverage
Leverage
Deadweight Loss
Deadweight Loss
Divergent Thinking vs Convergent Thinking
Divergent Thinking vs Convergent Thinking
19 - 3 - Fisher's Theorem
19 - 3 - Fisher's Theorem
Straw Man
Straw Man
Janusian Thinking (Paradoxical Thinking)
Janusian Thinking (Paradoxical Thinking)
Extinction
Extinction
Boots on the Ground
Boots on the Ground
Thinking-Feeling-Thinking Loop
Thinking-Feeling-Thinking Loop
Falsification / Confirmation Bias
Falsification / Confirmation Bias
The Self as the Center of Narrative Gravity
The Self as the Center of Narrative Gravity
Divide and Conquer
Divide and Conquer
Unforced Error
Unforced Error
Hyperbolic Discounting
Hyperbolic Discounting
2 - 2 - Schelling's Segregation Model
2 - 2 - Schelling's Segregation Model
Introversion vs Extraversion
Introversion vs Extraversion
The Sad Case of Mr. Clapgras
The Sad Case of Mr. Clapgras
4 5 Decision Trees
4 5 Decision Trees
Economies of Scale
Economies of Scale
Culture of Lifelong Learning
Culture of Lifelong Learning
Unintended Consequences
Unintended Consequences
Open Platform vs Closed Platform
Open Platform vs Closed Platform
Business Case
Business Case
Simple Physiological Reward-Seeking
Simple Physiological Reward-Seeking
Nature vs Nurture
Nature vs Nurture
Law of Large Numbers
Law of Large Numbers
9 3 Heuristics-Model Thinking
9 3 Heuristics-Model Thinking
5 1 Thinking Electrons Modeling People
5 1 Thinking Electrons Modeling People
Systemize your principles and how they will be implemented.
Systemize your principles and how they will be implemented.
Appeal to Emotion
Appeal to Emotion
Cranes and Skyhooks, Lifting in Design Space
Cranes and Skyhooks, Lifting in Design Space
Response Bias
Response Bias
Veil of Ignorance
Veil of Ignorance
Folk Psychology
Folk Psychology
Status Quo Bias
Status Quo Bias
Relativity
Relativity
Competence without Comprehension
Competence without Comprehension
6 2 Categorical Models
6 2 Categorical Models
Filling a Vacuum
Filling a Vacuum
8 5 WIll China Continue to Grow
8 5 WIll China Continue to Grow
8 2 Exponential Growth
8 2 Exponential Growth
Seeing the Front
Seeing the Front
Narrative Instinct
Narrative Instinct
The Zombic Hunch
The Zombic Hunch
Catalysts
Catalysts
Consequentialism
Consequentialism
2 - 6 - The Identification Problem - The Big Sort: Why the Clustering of Like-Minded America is Tearing Us Apart
2 - 6 - The Identification Problem - The Big Sort: Why the Clustering of Like-Minded America is Tearing Us Apart
8 4 Solow Growth Model
8 4 Solow Growth Model
Margin of Safety
Margin of Safety
10 - 3 - Markov Model of Democratization
10 - 3 - Markov Model of Democratization
14 - 4 - Network Function
14 - 4 - Network Function
Disagreeing must be done efficiently.
Disagreeing must be done efficiently.
Conspicuous Consumption
Conspicuous Consumption
Build the organization around goals rather than tasks.
Build the organization around goals rather than tasks.
The Lindy Effect
The Lindy Effect
15 - 1 - Randomness and Random Walk Models
15 - 1 - Randomness and Random Walk Models
Dunning-Kruger Effect
Dunning-Kruger Effect
Radical Translation and a Quinian Crossword Puzzle
Radical Translation and a Quinian Crossword Puzzle
Simplify!
Simplify!
First-Conclusion Bias
First-Conclusion Bias
Sensitivity Analysis
Sensitivity Analysis
Return On Investment
Return On Investment
12 - 2 - What Is Culture And Why Do We Care
12 - 2 - What Is Culture And Why Do We Care
Algebraic Equivalence
Algebraic Equivalence
Self-Preservation Instincts
Self-Preservation Instincts
Spacing Effect
Spacing Effect
Forcing Function
Forcing Function
Commitment & Consistency Bias
Commitment & Consistency Bias
Atomic Theory
Atomic Theory
Zero-sum vs Non-zero-sum
Zero-sum vs Non-zero-sum
Directly Responsible Individual
Directly Responsible Individual
Disruptive Innovation
Disruptive Innovation
Recognize that design is an iterative process. Between a bad “now” and a good “then” is a “working through it” period.
Recognize that design is an iterative process. Between a bad “now” and a good “then” is a “working through it” period.
Gresham’s Law
Gresham’s Law
Utilitarianism
Utilitarianism
14 - 2 - The Structure of Networks
14 - 2 - The Structure of Networks
Technical Debt
Technical Debt
Commitment and Consistency Bias
Commitment and Consistency Bias
Plausible
Plausible
When Does Speciation Occur?
When Does Speciation Occur?
Cargo cult
Cargo cult
The Third Story
The Third Story
Understand the great brain battles and how to control them to get what “you” want.
Understand the great brain battles and how to control them to get what “you” want.
Loss Aversion
Loss Aversion
Fighting the Last War
Fighting the Last War
Tendency to Minimize Energy Output (Mental & Physical)
Tendency to Minimize Energy Output (Mental & Physical)
Don’t worry about looking good—worry about achieving your goals.
Don’t worry about looking good—worry about achieving your goals.
16 - 4 - Blotto_ Troop Advantages
16 - 4 - Blotto_ Troop Advantages
Two-Front War
Two-Front War
Flypaper Theory
Flypaper Theory
Using Lay Audiences as Decoys
Using Lay Audiences as Decoys
Pavlovian Mere Association
Pavlovian Mere Association
19 - 2 - The Replicator Equation
19 - 2 - The Replicator Equation
Availability Heuristic
Availability Heuristic
Agnosticism
Agnosticism
Confidence determines Speed vs. Quality
Confidence determines Speed vs. Quality
7 5 Classifying Tipping Points
7 5 Classifying Tipping Points
Tendency to Distort Due to Liking/Loving or Disliking/Hating
Tendency to Distort Due to Liking/Loving or Disliking/Hating
Selection Bias
Selection Bias
Normal Distribution
Normal Distribution
Heisenberg Uncertainty Principle
Heisenberg Uncertainty Principle
Major vs Minor Factors
Major vs Minor Factors
Critical Mass
Critical Mass
Entropy (The Second Law of Thermodynamics)
Entropy (The Second Law of Thermodynamics)
Autocatalysis
Autocatalysis
Core Competency
Core Competency
Chain Reaction
Chain Reaction
Chilling Effect
Chilling Effect
Eisenhower Matrix (Eisenhower Box)
Eisenhower Matrix (Eisenhower Box)
Find the most believable people possible who disagree with you and try to understand their reasoning.
Find the most believable people possible who disagree with you and try to understand their reasoning.
9 5 Recombination
9 5 Recombination
Counterinsurgency
Counterinsurgency
Believability weight your decision making.
Believability weight your decision making.
Feedback Loops (and Homeostasis)
Feedback Loops (and Homeostasis)
Paradigm shift
Paradigm shift
Working Backward
Working Backward
Mary the Color Scientist: A Boom Crutch Unveiled
Mary the Color Scientist: A Boom Crutch Unveiled
Two-sided Market
Two-sided Market
7 3 Contagion Models 1 Diffusion
7 3 Contagion Models 1 Diffusion
6 1 Introduction to Linear Models
6 1 Introduction to Linear Models
Cooperation (Including Symbiosis)
Cooperation (Including Symbiosis)
3 6 Preference Aggregation
3 6 Preference Aggregation
Black or White
Black or White
13 - 5 - Path Dependence and Increasing Returns
13 - 5 - Path Dependence and Increasing Returns
Semantic Engines and Syntactic Engines
Semantic Engines and Syntactic Engines
The Idea Maze
The Idea Maze
Generalist vs Specialist
Generalist vs Specialist
Sensitivity to Fairness
Sensitivity to Fairness
10 - 2 - A Simple Markov Model
10 - 2 - A Simple Markov Model
Cunningham’s Law
Cunningham’s Law
Zawinski’s Law
Zawinski’s Law
Murder in Trafalgar Square
Murder in Trafalgar Square
3 2 Central Limit Theorem
3 2 Central Limit Theorem
Mutually Assured Destruction
Mutually Assured Destruction
14 - 3 - The Logic of Network Formation
14 - 3 - The Logic of Network Formation
Appeasement
Appeasement
Spamming
Spamming
The Personal/Sub-personal Distinction
The Personal/Sub-personal Distinction
Meaningful work and meaningful relationships aren’t just nice things we chose for ourselves—they are genetically programmed into us.
Meaningful work and meaningful relationships aren’t just nice things we chose for ourselves—they are genetically programmed into us.
6 3 Linear Models
6 3 Linear Models
Cost-benefit Analysis
Cost-benefit Analysis
Capital Allocation Options
Capital Allocation Options
6 7 The Big Coefficient vs The New Reality
6 7 The Big Coefficient vs The New Reality
The Tree of Life
The Tree of Life
Scale
Scale
Weekly 1–1s
Weekly 1–1s
Manifest Image and Scientific Image
Manifest Image and Scientific Image
Sustainable Competitive Advantage
Sustainable Competitive Advantage
Scientific Method
Scientific Method
Asymmetric Warfare
Asymmetric Warfare
Strategy vs Tactics
Strategy vs Tactics
Specialization (Pin Factory)
Specialization (Pin Factory)
False Cause
False Cause
Seizing the Middle
Seizing the Middle
Build your machine.
Build your machine.
Velocity
Velocity
Laws of Thermodynamics
Laws of Thermodynamics
AARRR
AARRR
Tendency to Overgeneralize from Small Samples
Tendency to Overgeneralize from Small Samples
Coda
Coda
Two Black Boxes
Two Black Boxes
Exaptation
Exaptation
Chaos Dynamics (Sensitivity to Initial Conditions or Butterfly Effect)
Chaos Dynamics (Sensitivity to Initial Conditions or Butterfly Effect)
Version two is a lie
Version two is a lie
Logic, reason, and common sense are your best tools for synthesizing reality and understanding what to do about it.
Logic, reason, and common sense are your best tools for synthesizing reality and understanding what to do about it.
Arbitrage
Arbitrage
What Does the Frog’s Eye Tell the Frog’s Brain?
What Does the Frog’s Eye Tell the Frog’s Brain?
Jobs To Be Done
Jobs To Be Done
Recognize that everyone has the right and responsibility to try to make sense of important things.
Recognize that everyone has the right and responsibility to try to make sense of important things.
12 - 4 - Emergence of Culture
12 - 4 - Emergence of Culture
Secrets
Secrets
Price Elasticity
Price Elasticity
Lateral Thinking
Lateral Thinking
Vim: How Much Is That in “Real Money”?
Vim: How Much Is That in “Real Money”?
The 2-List System
The 2-List System
Compounding
Compounding
Bayesian Updating
Bayesian Updating
15 - 6 - FInite Memory Random Walks
15 - 6 - FInite Memory Random Walks
Gate’s Law
Gate’s Law
Network Effects
Network Effects
False Positives and False Negatives
False Positives and False Negatives
Duverger’s Law
Duverger’s Law
Have the clearest possible reporting lines and delineations of responsibilities.
Have the clearest possible reporting lines and delineations of responsibilities.
Conjoined Triangles of Success
Conjoined Triangles of Success
13 - 2 - Urn Models
13 - 2 - Urn Models
Fear, Uncertainty, and Doubt (FUD)
Fear, Uncertainty, and Doubt (FUD)
Metcalfe’s Law
Metcalfe’s Law
Inert Historical Facts
Inert Historical Facts
Attrition warfare
Attrition warfare
Framing
Framing
16 - 2 - Blotto_ No Best Strategy
16 - 2 - Blotto_ No Best Strategy
Creative Destruction
Creative Destruction
Surfing or “Riding the Wave”
Surfing or “Riding the Wave”
KISS Principle
KISS Principle
Technology Adoption Lifecycle
Technology Adoption Lifecycle
Three Species of Goulding: Rathering, Piling On, and the Gould Two-Step
Three Species of Goulding: Rathering, Piling On, and the Gould Two-Step
Deliberate Practice
Deliberate Practice
Pay more attention to whether the decision-making system is fair than whether you get your way.
Pay more attention to whether the decision-making system is fair than whether you get your way.
Regulatory Capture
Regulatory Capture
Feedback Loops
Feedback Loops
Parkinson’s Law
Parkinson’s Law
Synthesize the situation through time.
Synthesize the situation through time.
15 - 3 - Skill and Luck
15 - 3 - Skill and Luck
5 2 Rational Actor Models
5 2 Rational Actor Models
Focus on High-leverage Activities
Focus on High-leverage Activities
5 3 Behavioral Models-Model
5 3 Behavioral Models-Model
Makers vs Manager’s Schedule
Makers vs Manager’s Schedule
Relative Satisfaction/Misery Tendencies
Relative Satisfaction/Misery Tendencies
Keep your strategic vision the same while making appropriate tactical changes as circumstances dictate.
Keep your strategic vision the same while making appropriate tactical changes as circumstances dictate.
13 - 6 - Path Dependent or Tipping Point
13 - 6 - Path Dependent or Tipping Point
The Chinese Room
The Chinese Room
The “Surely” Operator: A Mental Block
The “Surely” Operator: A Mental Block
Preserving Optionality
Preserving Optionality
Likely
Likely