Corporate social irresponsibility and stakeholder ecosystems: the case of Volkswagen Dieselgate scandal

Zhang, M ORCID: https://orcid.org/0000-0001-8033-8420, Atwal, G and Kaiser, M, 2021. Corporate social irresponsibility and stakeholder ecosystems: the case of Volkswagen Dieselgate scandal. Strategic Change: Briefings in Entrepreneurial Finance, 30 (1), pp. 79-85. ISSN 1086-1718

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Abstract

The Volkswagen emissions cheating scandal, known as “Dieselgate,” demonstrates that businesses can safeguard corporate social responsibility objectives and prevent or repair damage from corporate social irresponsibility by involving the stakeholder ecosystem in positive value co-creation. There is a lack of strategic management research offering a systematic approach to different stakeholders and their varied roles in responding to companies' corporate social irresponsibility. We adopt the theoretical lenses of stakeholder ecosystems and stakeholder value co-creation to re-examine Volkswagen's Dieselgate scandal to delineate the complex and evolving interactions among concerned stakeholders, which can shed light on the ongoing debate and research on brand management, corporate reputation, trust, sustainability, and sustainable mobility.

Item Type:	Journal article
Publication Title:	Strategic Change: Briefings in Entrepreneurial Finance
Creators:	Zhang, M., Atwal, G. and Kaiser, M.
Publisher:	Wiley
Date:	January 2021
Volume:	30
Number:	1
ISSN:	1086-1718
Identifiers:	Number Type 10.1002/jsc.2391 DOI 1399308 Other
Divisions:	Schools > Nottingham Business School
Record created by:	Jeremy Silvester
Date Added:	06 Oct 2021 09:09
Last Modified:	06 Oct 2021 09:09
Related URLs:	Publisher
URI:	https://irep.ntu.ac.uk/id/eprint/44315

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