PERSONAL BRANDING AND POLITICAL CAPITAL AS CONVERSION MECHANISMS BETWEEN PERFORMANCE AND RECOGNITION: A CONCEPTUAL ANALYSIS OF THE PERFORMANCE–RECOGNITION–PROMOTION GAP IN CORPORATE CAREERS
Abstract
Career advancement in corporate organizations is often presented as a direct consequence of individual performance and merit. However, systematic observation of professional trajectories reveals a recurring discrepancy between performance, recognition, and promotion, particularly in contexts marked by power asymmetries and political dynamics. This article examines this gap through a theoretical-conceptual approach, arguing that hierarchical advancement depends not only on the delivery of results but on the existence of mechanisms capable of converting performance into organizational legitimacy.Grounded in the literature on organizational power, resource dependence, reputation, and gender studies, the study proposes the concept of Political Corporate Branding (PCB) as a mediating mechanism between human capital and institutional influence. It argues that three interdependent processes — strategic translation of performance, social validation by actors with decision-making authority, and symbolic legitimation within political arenas — condition the likelihood of recognition and promotion. The article acknowledges debates on meritocracy and individual agency and considers the argument that formal evaluation systems could neutralize such asymmetries. It contends, however, that even highly formalized structures operate under interpretive judgment and political risk. The analysis suggests that performance constitutes a necessary but insufficient condition for advancement, particularly for women in middle management positions, whose conversion of competence into authority is shaped by reputational biases. The model offers theoretical and practical implications for understanding mobility in politically complex organizational environments.
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