Crisis Management in VW’s ‘Dieselgate’ Scandal Trust is the most important factor in the success of any organization. This trust extends to all levels of stakeholders. If customers feel that they cannot trust the company for any reason, they will not purchase their products. Stakeholders have to trust that the organization will make sound business decisions to keep profits high and manage value. This is becoming even more prominent in the global economy when people of different cultures must interact with each other. The most important factor is that customers and other shareholders have to be able to believe the company when they are told that something is true. This analysis explores the VW ‘dieselgate’ incident involving Volkswagen AG a.k.a. Volkswagen Group, commonly referred to as VW.

Background of the Case

Consumers on a global basis are becoming more environmentally conscious and sensitive to the emissions of their vehicle. Features that promise to improve gas mileage, reduce emissions, and have other positive environmental effects are a big selling point in the global market today. In addition to consumer demands, Federal clean-air requirements are becoming increasingly more stringent, with manufacturing’s having to comply with stricter regulations over time (Bartlett, Naranja, and Plungis, 2017). The case involved several Volkswagen models including the Touareg, Passat, Jetta, Golf SportWagen, Gold, Beetle, several Audi models, and the Porsche Cayenne (Bartlett, Naranja, and Plungis, 2017). Cars involved in the recall included models from 2009-2015.

The problem involves a part called the engine control unit (ECU). The Volkswagen models in question operate in two different modes, on road and dyno. In the models involved in the recall, the dyno mode is considered to be the “test” mode and the “on road” mode to be used for regular driving. The system has the ability to manage engine performance and switch between maximum fuel efficiency and a high-performance mode. In high performance mode, the car has more power, but it also highs high nitrous oxide emissions.

The problem occurred because the engines were switched to high-efficiency mode during the EPA tests, and then this was switched off when the car was sold to consumers. This means that when the car was being used by consumers, it was producing nitrous oxide emissions that were above the EPA standards (Bartlett, Naranja, and Plungis, 2017). Emissions exceeded maximum limits by as much as a factor of 15 to 35% on some models (Bartlett, Naranja, and Plungis, 2017). In addition, Volkswagen admitted to having known about this problem as early as 2008. They knew they were skirting the law and continued to do so up until 2015, when they were caught and issued EPA violations (Bartlett, Naranja, and Plungis, 2017). This analysis will examine the...

On a larger scale, stakeholders also include communities and the countries involved. This is especially the case because Volkswagens are manufactured in Germany and shipped to the United States, where the violations were first brought to the attention of the authorities.
It is one thing to make a mistake, but it is quite a different thing to know about an issue and intentionally try to hide it from stakeholders on all levels. It is difficult to identify a group of stakeholders that was not negatively affected by the actions of Volkswagen. Factors that affect one group of stakeholders cannot be separated from the others. For instance, when...…remained strong for their other lines (AFP, 2018).

An important part of corporate governance is brand management. If there is a problem found, such as a defect in a product, this can be easily fixed by repairing and making reparations for the defective part. However, when it comes to cheating, this points to an underlying character flaw or problem within the organizational culture (Lyons, 2015). The core competency of VW is innovation, and they failed to deliver to customers as a result of intentional cheating (Lyons, 2015). This scenario is more difficult to recover from than a product defect that affects a particular brand. One of the most difficult types of crisis to manage is the one that builds slowly and then reaches a tipping point, which is the case with the VW scandal (Continuity Central.com, 2015). It appears that senior managers were unaware of the problem, as the information was not passed up from middle-management (Continuity Central.com, 2015). This points to a significant flaw in communication within the organization.

Prior to the crisis, it seems that VW did everything wrong in terms of communication and taking actions that could destroy consumer trust. One cannot separate the effects on one stakeholder from the others. However, because the diesel sector was only a small portion of VW’s business, they were able to recover and become profitable again within a year. This hints at good risk management strategies. The question is how they recover the reputation of their brand in the eyes of government officials and consumers around the globe. It appears that after the crisis they did everything right in terms of issuing an apology and responding to the crisis quickly. Even though the crisis continues to have an impact on the organization, as new information is discovered through investigation, it appears that for VW as a whole,…