Volkswagen Case Study

Firstly, from the view of company, Volkswagen scandal is result from the misuse of CSR that the company regarded it as a marketing tool. Although Volkswagen promised to persuade CSR as their corporation culture, the reality turns out to be opposite. Volkswagen equipped defeat devices on cars deliberately to pass environmental tasks and actually the defeat device emitted nitrogen oxide approximately 40 times of standard (Dans, 2015). This behaviour can be explained as "green-washing", which means the real performance is different from the test results (Eric, 2015). The motivation of deception largely depends on corporation’s aggressive goal called “Strategy 2018” , which aim to increase annual sales to ten million cars by 2018 (Volkswagen, 2014). Therefore, Volkswagen needs to lower the price to be competitive to its competitors and one task is to reduce cost of production. Volkswagen used CSR concept to cover unethical actions. It demonstrates that Volkswagen focused on persuading the short-term target rather than its customers, long-term reputation and environment (Bansal, King & Seijts,

The mistrust between the Volkswagen Company and their customers developed after the scandal associated with the incorrect emission of data and cheating of the system unfolded.  The scandal occurred on the eighteenth of September 2015 when it was found that the company had made a car with a turbo that released emission directly into the real word atmosphere. The allegations were genuine and were proved by the Environment Protection Agency in the United States (EPA) (Hotten, 2016).The chief

The company had a lot of pressure to get their diesel vehicles on the road which were advertised as having low emissions and being overall better for the environment. Volkswagen created a ‘defeat device’ which allowed them to cheat their way through the emissions test and get their vehicles on the road quickly without having to address the issue. When they were caught, the company admitted to having over 11 million cars world-wide containing this device and were releasing emissions up to 40 times the legal limit in the United States. Volkswagen planned on recalling some of the vehicles privately before the scandal was revealed, but once it was found out, all the cars were reimbursed but the company also had to pay fines for each car that violated the standards (Hotten, 2015). While the company did experience quite a financial loss as a result of this large-scale scandal, no individual people were punished or convicted of anything due to the fact that it is nearly impossible to pinpoint who is at fault. Due to the fact that they are a large, relatively wealthy company, they figured it would be easy for them to get away with what they did, because of the way white-collar crimes are approached by the criminal justice system. Had a company or individual of lower economic status tried to attempt a similar crime, the punishments would have been more severe and individual persons would have been picked out and punished for the crimes committed, likely resulting in job loss or

But was it ethical? This question will often be asked regarding the case of engineer James Liang and his role in the Volkswagen emission scandal. During the period of early 2006 to 2014, James Liang and his team of engineers developed a “defeat” device that allowed diesel powered vehicles to pass the EPA emission test, when in fact the vehicles were emitting up to 30 times the allowable limit. To many, this may seem a black and white case of ethics due to the fact that Liang’s team and Volkswagen blatantly cheated on a governmental testing regulation and then proceeded to falsely advertise the vehicles as “clean diesel and environmentally friendly” as reported by the United States Department of Justice; however, different ethical

As a multinational corporation, the implication of the scandal determines the fate of numerous stakeholders both internal and external. Internal stakeholders comprise of the board, managers and employees while external stakeholders subsume shareholders, customers and suppliers. The economic, political and social impacts of the dishonest practices would shape the fate of Volkswagen and affect the future prospects of the automotive industry. Common shareholders whilst not involved in the day to day running of the business placed faith and belief in the firm by providing capital had suffered severe economic loss as share prices (get something for stat). Despite the callous deception in advertising the defeat device displayed no signs of disturbing vehicle performance, however, customers of Volkswagen and its subsidiary vehicles suffer from lower resale value. In addition, even though the scandal was global, European consumers were the most affected with diesel cars accounting for 41% of all European cars (Fontaras, 2016). This high percentage in respect to other nations is a result of incentives provided by the European Union for the purchase of diesel vehicles such as subsidies towards the production process resulting in lower premiums compared to petrol counterparts (Vidal, 2015) In additional with sales falling suppliers of Volkswagen would likely lose future contracts or have current contracts downgraded as less parts are required. Thus, this loss of future

VW has a very expensive, hard lesson to learn and an even harder task trying to regain the trust they lost with the ineffective apologies and lack of truthful communication at the beginning of the emissions scandal. Many people still love and trust VW, but many are angry, hurt, and very distrustful of anything VW says or does. VW will need to become a very strong and open communicator to survive this scandal, and rebuild lost relationships…if possible. Rebuilding these lost relationships with sincere, open communication might save a once great company that has fallen from its

Once the EPA violation was announced, shares of Volkswagen have plunged nearly 30% since the news of the automaker's Clean Air Act violations first surfaced last Friday. The stock is now more than 50% below the 52-week high that it hit in March (La Monica). It was expected that Volkswagen’s fourth quarter profits would reflect this financial blow. Volkswagen set aside nearly $7 million to ensure compliance and their EPA fines could be at least $18

First, by drawing from Burki’s (2015) article on, I will discuss one of the main factors that gave rise to VW being able to falsify their emission tests and how it can be prevented in the future. Burki noted that the testing system

Did you know that the “the transportation sector [alone] is responsible for over 50% of NOx total emissions, over 30% of VOCs emissions, and over 20% of PM emissions in the U.S.” (United States Environmental Protection Agency)? Because the effect of these pollutants is not immediately felt, many engineers do not hesitate to bypass these regulations. James Liang is no exception. A recent publication unveiled the truth behind the emission’s release of one of Volkswagen’s models. Unable to design an engine that complied with the US emissions regulations, Volkswagen instead developed a software that would fool the emissions exam. The software was designed so that the vehicle would operate using the appropriate emissions release during the exam

I do not purport to condone the recall of Volkswagen Passenger Cars; what they did was wrong; and objectively they deserve a swift and severe punishment. However, the media’s response to ‘dieselgate’ is an excessive overreaction. First of all, we cannot go around adding the gate suffix haphazardly to every transgression and gaucherie. Bob Bernstein and Carl Woodward worked for over a year trying to piece together the Watergate controversy. They risked everything for it: jobs, reputation and even their lives. There should be perspective on this controversy, diesel Volkswagen Passenger Cars having devices designed to cheat emissions tests did not and will not ever result in (arguably) the most powerful person in the world resigning.

Volkswagen’s dishonesty has been detrimental to the company’s reputation. Had Volkswagen been truthful in its response to the issue, the damages might not have been as bad. If the company had exercised care, justice, and respect for people’s rights, consumers might even mitigate their negative perception of the company when purchasing a new car. Only time will tell whether Volkswagen will ever reclaim its

Volkswagen engineer James Liang was the first engineer indicted by the U.S. government during the Volkswagen scandal concerning one of the biggest frauds in the automobile industry during the 21st century. James Liang held the title of “leader of Diesel Competence” and had moved from Germany to Ann Arbor, Michigan in order to lead a team whose job was to conduct emissions tests on Volkswagens diesel engines. Unfortunately, Liang and his team were not able to fully engineer a diesel that complied with the new amendments of United States Clean Air Act. Liang’s solution to this dilemma was to install a software into the vehicle’s system that would improve the emissions control

The people at the West Virginia had tested vehicles as well as the EPA (Patel). Volkswagen chose to include rout programming device to cheat the system to pass the testing laws. Volkswagen as a corporation was basically trying to cut the cost of engines to be built by limiting the NOx emission system that controls how much dirty chemicals that goes into the air (Patel).By the company putting this device in their cars they were trying to cut down the cost that they would have to spend, at the same time Volkswagen cars had better performance. The ethical question would be is it really worth it to CHOSE to overlook the laws to save money on cash (Patel). "We expected better from Volkswagen," said Cynthia Giles, the E.P.A's. colleague manager for the Office of Enforcement and Compliance. She called the automaker's activities "a danger to general health of our

It is not hard to see that the scandal would cause a horrid blow to VW’s image. Until the incident, VW had, like many other German companies, the reputation of “German engineering” (Robertson, 2013). However, instead of using that innovation to develop diesel-fueled cars compliant with U.S. standards, it decided to try to scam its way in the market. Not only did the company admit to having 11 million cars with software intended to cheat tests (Gates, Ewing, Russell & Watkins, 2017), it also plead guilty to “destroying evidence in an elaborate cover-up” (VW Admits Emissions Cheating and Cover-up, 2017); building further distrust among its consumers.

One of the disturbing factors regarding the scandal is knowing that it may have been a joint effort between both the employees & managers in different departments. Part of being in an organization not only entails making ethical decisions, but also holding others to the same standards as well. Unethical decisions caused by a few people or even one person can have a very negative effect on a company’s reputation and their consumer relationships. For example, there were quite a few Engineers and other Executives that were persecuted for their involvement in this incident. According to an article in the New York Times (Vlasic, 2017), “The Engineer, James Liang, is the first company employee sent to prison in the vast scandal that has tainted Volkswagen’s reputation and cost it more than $20 billion in fines and settlements consumers.” Also, according to the New York Times article, Liang’s lawyer stated that “He was not the mastermind, but he did play a role.” This brings up a good point—it shows how any kind of involvement in an illegal/unethical act can put you in bad situation.