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Bassman, E. S. (1992).  Abuse in the Workplace: Management Remedies and Bottom Line Impact.
"Abused employees are in a catch-22 situation. Their harassers are in a position to control a variety of resources, which makes abused employees similar to other victims of abuse. But unlike other victims, they have an added disadvantage. By virtue of their subordinate position, they automatically have less credibility than their supervisors. Charging that they are being treated unfairly by their supervisors would challenge the context of the hierarchical system, which is a very threatening proposition to those who are in a position to help. Even if they succeed in proving an accusation of abuse, abused employees will have identified themselves as whistleblowers, which will undoubtedly cause other potential bosses to question the wisdom of having them as subordinates. If an employee succeeds in winning a fairness dispute with his or her boss, the result is likely to be severely limited career growth within the organization. What has been won?" (p. 48)
Ryan, K. D., & Oestreich D. K. (1991).  Driving Fear Out of the Workplace: How to Overcome the Invisible Barriers to Quality, Productivity, and Innovation.
"Loss of credibility and reputation is defined as being much larger than a question of performance. It is experienced in the broad realm of ego and self-esteem, not just the local geography of tasks and specific skills...
"What makes the issue of credibility so complex, controlling, and frightening for people is that the labels are usually believed to be hidden. Many are convinced that management's subtle, derogatory conclusions about someone's credibility translate into negative consequences. But they also believe that the connection between the two will be obscured by time and false explanations. They will be dimmed by decision makers' own lack of awareness that they are using them to make critical choices. Hence the concern to avoid, as a bank employee told us, any 'slight, negative background feeling.' Better to stick with the party line. Better not to rock the boat by speaking up." (p. 44)
Jackall, R. (1989).  Moral Mazes: The World of Corporate Managers.
"Nor are formal positions and perquisites the only object of struggle between managers. Even more important on a day-to-day basis is the ongoing competition between talented and aggressive people to see whose will prevails, who can get things done their way. The two areas are, of course, related since one's chances in the organization depend largely on one's 'credibility', that is, the widespread belief that one can act effectively. One must therefore prevail regularly, though not always, in small things to have any hope of positioning oneself for big issues. The hidden agenda of seemingly petty disputes may be a struggle over long-term organizational fates." (p. 38)

See also: reputation, labeling

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SKOS Concept Scheme

SKOS concepts and relations

Concept Scheme: business culture/management vocabulary

URI: business culture/management vocabulary


  • Concept: credibility
    • preferred: credibility
    • alternate: discredit
    • related: reputation
    • related: labeling
    • closeMatch:
    • keyword-231
    • linked content:
      • sense: believability
      • sense: credibility
      • sense: credibleness
      • credibility
      • in scheme:
      • gloss: the quality of being believable or trustworthy
      • hyponym of:
      • synset id: 104782878
  • W3C SKOS spec
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