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Journal articles on the topic 'Volkswagen emissions scandal'

Author: Grafiati

Published: 4 June 2021

Last updated: 6 February 2022

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1

Welch, James. "The Volkswagen recovery: leaving scandal in the dust." Journal of Business Strategy 40, no. 2 (April 15, 2019): 3–13. http://dx.doi.org/10.1108/jbs-04-2018-0068.

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Purpose Following the diesel emissions debacle of 2015, Volkswagen Group has rebounded significantly in terms of sales and market value. When examining Volkswagen’s dramatic recovery, it is clear to notice four distinct elements that helped to bring about this rapid turnaround. To push through the public relations nightmare and regain sales traction, Volkswagen embarked on a four-step process that centered on four key words: Replace, Restructure, Redevelop and Rebrand. The purpose of this study is to examine that process. Design/methodology/approach This study is a case study examining the performance of Volkswagen Group and their recovery from the 2015 diesel emissions scandal. To achieve their significant turnaround, the company sought to: replace the leadership, restructure the organization, redevelop the strategy and rebrand the product. This study examines those four steps in the recovery process as a model for other firms. Findings To try and achieve an unprecedented turnaround, the company sought to: replace the leadership, restructure the organization, redevelop the strategy and rebrand the product. These four strategic elements formed the basis of a newly focused company and continue to push the company forward and further away from the scandal. This four-step process of recovery provides an excellent case study for other firms who may find themselves in the midst of turmoil and crisis. Originality/value To push through the public relations nightmare and regain sales traction following their 2015 emissions testing scandal, Volkswagen embarked on a four-step process that centered on four key words: Replace, Restructure, Redevelop and Rebrand. These four strategic elements formed the basis of a newly focused company and continue to push the company forward and further away from the scandal. This four-step process of recovery provides an excellent case study for other firms who may find themselves in the midst of turmoil and crisis.

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2

Lane, Eric L. "Volkswagen and the High-tech Greenwash." European Journal of Risk Regulation 7, no. 1 (March 2016): 32–34. http://dx.doi.org/10.1017/s1867299x00005341.

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In several ways, the revelations that Volkswagen used software to cheat on vehicle emissions tests echo common threads of greenwashing cases against car manufacturers. However, in one significant respect, the Volkswagen scandal is much more than just another example of greenwashing. That is, the German automaker's use of software to deceive brings a novel technological aspect to greenwashing. This article discusses the Volkswagen scandal in the context of automobile greenwashing cases and highlights this newhigh-tech greenwashing.

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Prashant Singh, Prashant Singh. "Volkswagen Emissions Scandal - A Case Study Report." International Journal of Human Resource Management and Research 8, no. 5 (2018): 11–18. http://dx.doi.org/10.24247/ijhrmroct20182.

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4

Jung, Jae C., and Elizabeth Sharon. "The Volkswagen emissions scandal and its aftermath." Global Business and Organizational Excellence 38, no. 4 (April 9, 2019): 6–15. http://dx.doi.org/10.1002/joe.21930.

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Poier, Stefan. "Clean and Green – The Volkswagen Emissions Scandal: Failure of Corporate Governance?" Problemy Ekorozwoju 15, no. 2 (July 1, 2020): 33–39. http://dx.doi.org/10.35784/pe.2020.2.04.

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In 2014, a scandal involving fraud and power shook the Volkswagen Group with far-reaching consequences that are yet to be fully revealed. This article examines the Volkswagen emissions scandal in terms of corporate governance failure. After a chronological review of the events that led to this extraordinarily damaging revelation, the main differences between the American and the German board system are described. Although Germany’s two-tier board is often considered superior to the American board system, weaknesses in the area of corporate ethics and culture that led to the crisis in the Volkswagen case are identified. The particular constellation within the Volkswagen group and its ownership structure reveals failures in management ethics that led to a certain kind of behaviour among employees that was not explicitly mandated by the management but was, nevertheless, in its interest in regard to achieving company goals.

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Burki, Talha Khan. "Diesel cars and health: the Volkswagen emissions scandal." Lancet Respiratory Medicine 3, no. 11 (November 2015): 838–39. http://dx.doi.org/10.1016/s2213-2600(15)00409-9.

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Kelemci, Gulpinar, Erkan Yildiz, and Gozde Gusan. "VOLKSWAGEN EMISSIONS SCANDAL: AN EMPIRICAL STUDY ABOUT CUSTOMERS REACTION." Pressacademia 4, no. 4 (December 30, 2017): 423–37. http://dx.doi.org/10.17261/pressacademia.2017.730.

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8

Rhodes, Carl. ""Democracy, Business Ethics and the Volkswagen Emissions Scandal (WITHDRAWN)"." Academy of Management Proceedings 2016, no. 1 (January 2016): 12743. http://dx.doi.org/10.5465/ambpp.2016.12743abstract.

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Gaim, Medhanie, Stewart R. Clegg, and Miguel Pina Cunha. "The False Mastery of Paradox: The Case of Volkswagen Emissions Scandal." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 13355. http://dx.doi.org/10.5465/ambpp.2019.13355abstract.

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10

Arora, Jaskiran. "Corporate governance: a farce at Volkswagen?" CASE Journal 13, no. 6 (November 13, 2017): 685–703. http://dx.doi.org/10.1108/tcj-09-2016-0078.

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Synopsis This case on “Corporate governance: a farce at Volkswagen (VW)” is set in September of 2015. The precipitating events, which started with the Emissions scandal and tampering of the technology, unfold a history of threatening organizational culture, deliberate cheating, and failure of good governance. The case presents that though the outgoing CEO took the responsibility for the event but said that he was shocked by the event and stunned that the misconduct of such a scale could occur in the VW Group. Given the roles and responsibilities of board of management and the supervisory board, how could the scandal of such magnitude go unnoticed? Were robust corporate governance practices being not followed at VW? Research methodology The case is based on the material available in the public domain, records, press reports, published books, interviews published by key board members of Volkswagen and the company website. Relevant courses and levels This case can be used for undergraduate senior classes or graduate and executive education level courses in corporate governance and ethical practices. This case will sync best with the topics around Board Composition and size, Board Independence, fiduciary duties of supervisory board, board duality and leadership and its impact on organizational culture.

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Jacobs, Brian W., and Vinod R. Singhal. "Shareholder Value Effects of the Volkswagen Emissions Scandal on the Automotive Ecosystem." Production and Operations Management 29, no. 10 (July 2020): 2230–51. http://dx.doi.org/10.1111/poms.13228.

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12

Markowitz, Ezra M., Daniel A. Chapman, Meaghan L. Guckian, and Brian Lickel. "A Corporate Scandal that Hits Close to Home: Examining Owners’ Responses to the Volkswagen Diesel Emissions Scandal." Environmental Communication 11, no. 6 (September 29, 2017): 740–55. http://dx.doi.org/10.1080/17524032.2017.1363071.

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Valentini, Chiara, and Dean Kruckeberg. "“Walking the environmental responsibility talk” in the automobile industry." Corporate Communications: An International Journal 23, no. 4 (October 1, 2018): 528–43. http://dx.doi.org/10.1108/ccij-04-2018-0045.

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Purpose The purpose of this paper is to discuss the corporate behavior of Volkswagen in its emissions scandal. It describes and analyzes a complex ethics dilemma within the purview of corporate social responsibility (CSR) and corporate sustainability (CS) and examines how this dilemma impacts critical stakeholders, thus offering several “opportunities to learn” for professionals. Design/methodology/approach The case takes a stakeholder perspective, applying Cavanagh et al. (1981) and Gao’s (2008) ethical judgement framework. It is situated within a qualitative approach to textual analysis. Social actors, topics and evaluative statements were identified and grouped into broader categories. Findings Six major stakeholders were directly affected by Volkswagen’s behavior: customers, investors and shareholders, the US Environmental Protection Agency, German authorities, European institutions and society-at-large. Stakeholder concerns were condensed into three dominant themes: economic, legal and environmental. According to the ethical judgment framework, Volkswagen corporate behavior showed ethical problems, theoretically demonstrating that under no ethical principle was Volkswagen’s actions justifiable, even under instrumental justifications. Research limitations/implications The analysis was primarily based on corporate material and news media reporting. Consequently, diverse managers’ prospectives and opinions are not entirely captured. Practical implications This paper offers several “opportunities to learn” for corporate communication professionals. Originality/value The focus on stakeholder perspectives allows professionals to take an outside-in approach when evaluating the impact of corporate actions on stakeholders’ interests. The case analysis through Cavanagh et al. (1981) and Gao’s (2008) ethical judgment framework provides a practical theoretical instrument to assess corporate behaviors that can be used both as pre- and post-evaluations of corporate actions on CSR and CS issues.

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Kirchhain, Heiko, Jan Mutl, and Joachim Zietz. "The Impact of Exogenous Shocks on House Prices: the Case of the Volkswagen Emissions Scandal." Journal of Real Estate Finance and Economics 60, no. 4 (April 26, 2019): 587–610. http://dx.doi.org/10.1007/s11146-019-09700-4.

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Błaszkowska, Hanka. "FACHSPRACHSPEZIFISCHER WORTSCHATZ ALS INSTRUMENT ZUR MARKENPFLEGE AM BEISPIEL DER KATEGORIE ELEKTROMOBILITÄT IM VOLKSWAGEN MAGAZIN." Neofilolog, no. 51/2 (December 11, 2018): 153–69. http://dx.doi.org/10.14746/n.2018.51.2.3.

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The article explores the influence of the specialised language on the shaping of the image of the German car brand Volkswagen. The analysed material comprises marketing texts from an image magazine of the Volkswagen Magazin brand, available on the company’s website. The issue will be examined on the basis of the semantic category of Electro Mobility, which constitutes a subcategory of the semantic category of innovation, which in turn is currently the company’s main area of activity and the focus of all actions, also linguistic, in terms of shaping the brand’s image. The specialised language in the texts from the Magazine, a digital journal, whose articles resemble forms of journalistic writing, limits itself mainly to specialist vocabulary – the technical vocabulary referring to automotive technology, as well as pseudo-specialised language, whose role is merely to evoke technical connotations. Both types of specialist terminology contribute to the restoring of the reputation of the brand in the eyes of the consumers, which has been severely affected as a result of the emissions scandal in 2015.

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Painter, Christopher, and Jorge Tiago Martins. "Organisational communication management during the Volkswagen diesel emissions scandal: A hermeneutic study in attribution, crisis management, and information orientation." Knowledge and Process Management 24, no. 3 (June 8, 2017): 204–18. http://dx.doi.org/10.1002/kpm.1544.

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Witkowski, Krzysztof, Mateusz Kurowski, and Dariusz Lesicki. "CSR in automotive sector - leaders or deceivers? The case of Audi AG." Central European Review of Economics & Finance 25, no. 3 (June 30, 2018): 5–19. http://dx.doi.org/10.24136/ceref.2018.012.

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Car production is a kind of activity that affects environment, society and global economy to a large degree. The most negative impact can be observed in the first of mentioned fields. Every day automotive companies consume big amount of energy and resources. What is more, their final products are considered as one of the main pollution sources. Nevertheless many car producers made effort to minimize negative external effects of their businesses. Year by year various CSR classifications and rankings showed that those efforts were resultful but Volkswagen emissions scandal and anti-diesel lobby shed new light on car industry in the terms of CSR. The aim of the article is to review CSR activities undertaken by Audi AG. Literature review and report analysis performed within the case study shows that the company is active in the field of ecology, society and corporate governance. In many terms Audi AG can be considered as the one of global CSR leaders. It is characterized by wide range of long term initiatives, high employee satisfaction and constant dialogue with stakeholders. On the other hand Audi AG can not be seen as a responsible company in the light of misleading customers to raise sales volume.

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Thaler, Verena Sabine, Uta Herbst, and Michael A. Merz. "A real product scandal’s impact on a high-equity brand: a new approach to assessing scandal impact." Journal of Product & Brand Management 27, no. 4 (July 16, 2018): 427–39. http://dx.doi.org/10.1108/jpbm-05-2017-1469.

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Purpose While product scandals generate many negative headlines, the extent of their impact on the scandalized brands’ equity remains unclear. Research findings are mixed. This might be because of the limitations of existing measurement approaches when investigating the effects of real crises after they occurred. This study aims to propose a new approach for measuring the impact of a real scandal on a high-equity brand using only post-crisis measures. Design/methodology/approach To overcome the challenge of comparing a priori and ex post outcome measures, this study draws on the brand management literature to evaluate a real scandal’s impact. Volkswagen’s emission scandal serves as a failure context. Two consumer experiments are conducted to examine its impact. Findings The results provide (longitudinal) support for the proposed evaluative approach. They reveal new evidence that building brand equity is a means to mitigate negative effects, and indicate that negative spillover effects within a high-equity brand portfolio are unlikely. Finally, this research identifies situations in which developing a new brand might be more beneficial than leveraging an existing brand. Practical implications This research has significant implications for firms with high-equity brands that might be affected by a scandal. The findings support managers to navigate their brands through a crisis. Originality/value This research adds to the discussion concerning the role of a brand’s equity in a crisis. Existing research findings are contradictory. This research provides new empirical evidence and another view on how to measure “impact”.

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Jung, Jae C., and Su Bin “Alison” Park. "Case Study: Volkswagen's Diesel Emissions Scandal." Thunderbird International Business Review 59, no. 1 (October 25, 2016): 127–37. http://dx.doi.org/10.1002/tie.21876.

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20

Hassan, Almoatazbillah S. "Evaluating the Marketing Communication Strategy of Volkswagen in Post-Crisis Period: Application of Image Repair Theory." International Journal of Marketing Studies 11, no. 2 (May 23, 2019): 87. http://dx.doi.org/10.5539/ijms.v11n2p87.

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This case study focuses on effective marketing communication activities in a post-crisis period. The phenomenon underpinning the investigation is image repair theory which provides effective communication strategies to overcome these events. The case in point was the emission scandal faced by Volkswagen (VW) in 2015. By implementing a qualitative approach to data collection and analysis, the results showed some correlations between effective public relation activities and the company’s share price. Nevertheless, sales figures showed a negative attribute due to the unstable position of the company in the post scandal period. Results also showed a positive pattern when VW responded to the emission scandal in the early days, providing some strategies to stakeholders such as, mortification, reducing offensiveness and corrective action. However, it can be said that this study is an initial step which provides some indications for future research concerning the effective implementation of marketing communication in a post-scandal period.

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Mačaitytė, Iveta, and Greta Virbašiūtė. "Volkswagen Emission Scandal and Corporate Social Responsibility – A Case Study." Business Ethics and Leadership 2, no. 1 (March 2018): 6–13. http://dx.doi.org/10.21272/bel.2(1).6-13.2018.

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22

Strittmatter, Anthony, and Michael Lechner. "Sorting in the used-car market after the Volkswagen emission scandal." Journal of Environmental Economics and Management 101 (May 2020): 102305. http://dx.doi.org/10.1016/j.jeem.2020.102305.

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23

Jin, Do-Wang. "The Legal Responses to Volkswagen‘s Emissions Cheating Scandal in the U.S." Kyung Hee Law Journal 56, no. 1 (March 30, 2021): 337–78. http://dx.doi.org/10.15539/khlj.56.1.10.

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Arbour, Marie-Eve. "Volkswagen: Bugs and Outlooks in Car Industry Regulation, Governance and Liability." European Journal of Risk Regulation 7, no. 1 (March 2016): 4–10. http://dx.doi.org/10.1017/s1867299x00005316.

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The scandal involving the Volkswagen group broke out last Fall, at the dawn of the very delicate UN Conference on Climate Change (COP21) held in Paris, and the posting of an unofficial version of the Comprehensive Economic and Trade Agreement (CETA). This so, just when a leaked version Transatlantic Trade and Investment Partnership (TTIP) ran through the veins of the Internet and the Trans-Pacific Partnership (TPP) was just about to be signed in New Zealand, fostering market integration by pushing further national treatment and mutual recognition, against the backdrop -albeit one small step at a time- of an increasing demand for environmental protection through the setting, among other regulation tools, of emission thresholds.

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Urbanek, Anna. "The possibility of using representative actions to pursue claims resulting from the Dieselgate scandal – the future of redress for infringements of collective consumer interests." Vilnius University Open Series, no. 6 (December 28, 2020): 252–62. http://dx.doi.org/10.15388/os.law.2020.21.

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Since the disclosure of unethical and illegal solutions used by Volkswagen A.G. during exhaust emission tests in many countries, proceedings are underway to impose an appropriate penalty on the company and to compensate the victims. On a global scale, the USA, Australia, South Korea and Canada can be mentioned. The European Union is not standing still. Until mid-February 2020, national courts and administrative bodies imposed various types of sanctions in Spain, Germany, Portugal, the Netherlands, Austria and Poland, among others. However, although the Volkswagen case is an infringement of collective consumer interests on a pan-European scale, Member States are resolving the problem through internal proceedings. Does this ensure effective and adequate compensation of affected consumers? The increase in protection would ensure, among other things, that there is a valid injunction for adequate compensation and that the proceedings are international in nature. The paper aims to show how the representative actions mechanism proposed in the “New Deal for Consumers” package could affect the effectiveness of decisions taken in the Volkswagen case by Member States’ competent authorities.

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Rhodes, Carl. "Democratic Business Ethics: Volkswagen’s Emissions Scandal and the Disruption of Corporate Sovereignty." Organization Studies 37, no. 10 (July 9, 2016): 1501–18. http://dx.doi.org/10.1177/0170840616641984.

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27

Balleisen, Edward. "Samuel W. Buell, Capital Offenses: Business Crime and Punishment in America's Corporate Age." Business History Review 92, no. 1 (2018): 153–57. http://dx.doi.org/10.1017/s0007680518000016.

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We live in an age of extraordinary corporate power and frequent corporate scandals: malfeasance at American defense contractors, savings and loans, and health-care companies in the 1980s and 1990s; grossly manipulated financial statements at major companies in the 1990s and early 2000s; blatant schemes of tax evasion in the same decades, conjured up by leading law and accounting firms; major safety lapses at Toyota, General Motors, and British Petroleum; rampant bribery of foreign officials by Siemens; and widespread deceptions/manipulations associated with the securitized mortgage markets, emissions standards by automakers such as Volkswagen, the setting of interbank interest rates, and the creation of unauthorized accounts at Wells Fargo.

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Ballman, Paul. "What cliff is your business headed for? Are you listening and are the right people talking?" Development and Learning in Organizations: An International Journal 30, no. 3 (April 29, 2016): 3–5. http://dx.doi.org/10.1108/dlo-01-2016-0002.

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Purpose This paper addresses one particular type of cliff edge – “Unknown Knowns” that organizations are often headed for and suggests ways in which it can be avoided. Design/methodology/approach The paper reports lessons learned through the author’s experience and draws on relevant literature. Findings Apparently unforeseen cliffs are actually well known about, deep in the organization, well ahead of time and either nobody is talking or nobody is listening. Practical Implications People need to change their cultures to ensure that the “Cassandras” (people who can be seen as “negative” and problem rather than solution focused) are genuinely listened to. Originality/value New scandals break every month. At the time of writing, the latest is Volkswagen (VW) emissions testing, itself a classic example of an unknown-known cliff.

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Stieglitz, Stefan, Milad Mirbabaie, Tobias Kroll, and Julian Marx. "“Silence” as a strategy during a corporate crisis – the case of Volkswagen’s “Dieselgate”." Internet Research 29, no. 4 (August 5, 2019): 921–39. http://dx.doi.org/10.1108/intr-05-2018-0197.

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Purpose The purpose of this paper is to investigate the communication behaviour on Twitter during the rise of a preventable corporate crisis. It aims to contribute to situational crisis response strategies, and to broaden the authors’ understanding of legitimacy management. In September 2015, Volkswagen’s (VW) emission scandal became public and caused debates also in social media. By applying complementing tools of data analysis to the Twitter communication around the “Dieselgate” crisis, this study unfolds a field of tension between corporate strategy and public perception. Design/methodology/approach The authors collected Twitter data and analysed approximately 2.1m tweets relevant to the VW crisis. The authors approached the data by separating the overall communication in peak and quiet phases; analysing the peaks with social network analysis techniques; studying sentiments and the differences in each phase; and specifically examining tweets from VW’s corporate accounts with regard to the situational crisis communication theory (SCCT) and legitimacy. Findings VW’s very few tweets were not able to reduce the emotionality and sentiment of the ongoing Twitter discussion. Instead, even during quiet phases, the communication remained rather negative. The analysis suggests that VW followed a strategy not covered by SCCT, i.e. keeping silent. Practical implications The discovered strategy of keeping silent extends the SCCT and is linked to legitimacy management. Learnings from this study help decision makers to put social media response strategies into practice to swiftly recover from crises or refrain from certain strategies to avoid further reputational damage. Social implications Examining the underlying communication patterns of a crisis case with societal magnitude such as “Dieselgate” helps sensitising customers and executives to utilise social media channels more comprehensible in future crises. Originality/value The study uncovers the unconventional and yet barely addressed crisis response strategy of a global enterprise while devising unique realisations for practitioners and communication researchers. It contributes to existing knowledge about situational crisis response strategies, and broadens the authors’ understanding of legitimacy management in times of social media ubiquity.

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Lynch, Luann J., Almand R. Coleman, Cameron Cutro, and Cameron Cutro. "The Volkswagen Emissions Scandal." Darden Business Publishing Cases, July 21, 2016, 1–17. http://dx.doi.org/10.1108/case.darden.2021.000009.

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In September 2015, VW had admitted to United States regulators that it had deliberately installed “defeat devices” in many of its diesel cars, which enabled the cars to cheat on federal and state emissions tests, making them able to pass the tests and hit ambitious mileage and performance targets while actually emitting up to 40 times more hazardous gases into the atmosphere than legally allowed. The discovery had prompted the U.S. Environmental Protection Agency (EPA) to halt final certification of VW’s 2016 diesel models, and VW itself had halted sales of its 2015 models. As fallout from the defeat devices developed, VW posted its first quarterly loss in more than 15 years, and its stock plummeted. Top executives were replaced, and VW abandoned its goal of becoming the world’s largest automaker. Stakeholders around the world had been asking since the scandal broke: “How could this have happened at Volkswagen?”

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Eger, Thomas, and Hans-Bernd Schhfer. "Reflections on the Volkswagen Emissions Scandal." SSRN Electronic Journal, 2018. http://dx.doi.org/10.2139/ssrn.3109538.

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Krämer, Ludwig. "The Volkswagen Scandal - Air Pollution and Administrative Inertia." elni Review, December 2016, 64–74. http://dx.doi.org/10.46850/elni.2016.010.

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This contribution deals with the manipulation of NOX emissions from Volkswagen diesel cars on the one hand, and with the manipulation of CO2 emissions from diesel and petrol cars by Volkswagen on the other. The scandal became public in 2015. Volkswagen is a German car manufacturer; to the company also belong Porsche, Audi, Skoda, Scania, Ducati, Seat, Bentley, Bugatti, Lamborghini and Quattro.

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Schiermeier, Quirin. "The science behind the Volkswagen emissions scandal." Nature, September 24, 2015. http://dx.doi.org/10.1038/nature.2015.18426.

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Mews, Anastasia. "The Impact of Scandalous News in the Automobile Manufacture on Companies from the Same Industry: A Comparative Study on the Chinese and European Markets." European Scientific Journal ESJ 17, no. 23 (July 31, 2021). http://dx.doi.org/10.19044/esj.2021.v17n23p67.

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This paper examines the effect of scandalous news on corporate reputation of rival firms from the same industry and investigates the effects’ differences in China and in Europe, providing evidence that scandalous news influences not only the target company itself, but also other companies from the industry. For this purpose, the paper uses the 2015 Volkswagen emissions scandal as a natural experiment. Volkswagen, BMW, Mercedes-Benz, Audi and Porsche were selected as sample companies. To measure reputational spillover effects, cumulative abnormal stock returns and sales growth of the sample companies are calculated and compared before and after the announcement of the scandal. The methodology adopted for estimating stock returns is the event study method, which measures the impact of a specific event on the value of a firm. Stock price data is collected from Bloomberg and used to calculate cumulative abnormal returns of the sample companies. Furthermore, difference-in-differences estimation is used to compare the sample companies’ sales growth before and after the scandal. Volkswagen, Audi, BMW and Mercedes-Benz are included in the treatment group, whereas 29 non-German car manufacturers were selected as the control group. The results show that overall rival companies were affected by the scandal, cumulative abnormal returns declined by 6% and 10% for BMW and Mercedes-Benz respectively, showing the contagion effect. However, the sales growths of these two manufacturers greatly increased, specifically on the Chinese market for Mercedes-Benz and on the European market for BMW, proving dominance of the competitive effect and differences of the reputational spillover effects across countries.

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Gaim, Medhanie, Stewart Clegg, and Miguel Pina e. Cunha. "Managing Impressions Rather Than Emissions: Volkswagen and the false mastery of paradox." Organization Studies, December 16, 2019, 017084061989119. http://dx.doi.org/10.1177/0170840619891199.

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The challenge of dealing with paradoxes has become a central issue in management and organization studies. Present research literature is largely inclined to idealize paradoxical framing in thinking and theorizing. We critically explore the perils paradoxes present when generated by stretch goals whose ‘achievement’ is accomplished through impression management. Using the Volkswagen emissions scandal we show how paradoxical promises, embraced discursively but not substantively, created false transcendence rather than paradoxical mastery. We contribute to paradox theory by discussing how the illusion of paradox embrace can trigger dysfunctional behaviours. In practice, the paper cautions organizations and their members from being overconfident in their ability to embrace paradoxes successfully.

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Joachim Fiedler, Frederic Florian Hans. "The Emissions Scandal in 2015/16 and its Impact on the World?s Biggest Automobile Manufacturer, Volkswagen AG." Journal of Accounting & Marketing 07, no. 03 (2018). http://dx.doi.org/10.4172/2168-9601.1000293.

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Barth, Florian, Christian Eckert, Nadine Gatzert, and Hendrik Scholz. "Spillover Effects from the Volkswagen Emissions Scandal: A Comprehensive Analysis of Stock, Corporate Bond, and Credit Default Swap Markets." SSRN Electronic Journal, 2017. http://dx.doi.org/10.2139/ssrn.3089897.

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Aichner, Thomas, Paolo Coletti, Frank Jacob, and Robert Wilken. "Did the Volkswagen Emissions Scandal Harm the “Made in Germany” Image? A Cross-Cultural, Cross-Products, Cross-Time Study." Corporate Reputation Review, September 15, 2020. http://dx.doi.org/10.1057/s41299-020-00101-5.

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"Case Study: Volkswagen’s Diesel Emissions Control Scandal." Journal of Strategic Innovation and Sustainability 13, no. 1 (July 1, 2018). http://dx.doi.org/10.33423/jsis.v13i1.595.

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40

Kreismann, Dominic, and Till Talaulicar. "Business Ethics Training in Human Resource Development: A Literature Review." Human Resource Development Review, December 29, 2020, 153448432098353. http://dx.doi.org/10.1177/1534484320983533.

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In view of corporate wrongdoings like Enron’s accounting fraud and Volkswagen’s emissions scandal, the need to prevent unethical decision-making in the business sector has become widely accepted. Human resource development is of high relevance in this regard: a multiplicity of companies utilizes ethics training programs to teach their managers and employees business ethics and to develop their ethical competences. However, knowledge about the efficacy of these training programs is still rather fragile. In the present study, we (a) develop a framework of relevant design categories to consider in creating ethics training programs; (b) consolidate empirical insights by reviewing 92 studies about the effectiveness of standalone business ethics training programs regarding their impact, dependent variable and measurement methods, design, and conceptual foundation; and (c) identify remaining research gaps and provide theoretical-conceptual considerations for further investigation.

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Nicoleta-Elena, Popa, and Meiyu Fang. "Basic Public Welfare Research Project of Zhejiang Province A Review of the Emissions Scandals and their Impact on Volkswagen." International Journal of Academic Research in Business and Social Sciences 10, no. 12 (December 15, 2020). http://dx.doi.org/10.6007/ijarbss/v10-i12/8264.

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