The VW Diesel Scandal: A Case of Corporate Commissioned Greenwashing

Authors

  • Timothy W. Aurand Northern Illinois University
  • Wayne Finley Northern Illinois University
  • Vijaykumar Krishnan Northern Illinois University
  • Ursula Y. Sullivan Northern Illinois University
  • Jackson Abresch Northern Illinois University
  • Jordyn Bowen Northern Illinois University
  • Michael Rackauskas Northern Illinois University
  • Rage Thomas Northern Illinois University
  • Jakob Willkomm Northern Illinois University

DOI:

https://doi.org/10.33423/jop.v18i1.1313

Keywords:

Human Resource, Volkswagen’s (VW), VW Diesel Scandal, corporate culture

Abstract

Few corporate scandals involving greenwashing are more blatant and laden with disregard for the environment and a firm’s own consumer base than Volkswagen’s (VW) recent Dieselgate. Employing both decoupling and attention deflection greenwashing tactics, VW attempted to mislead millions of unsuspecting auto owners in an attempt to position itself as one of the world’s “greenest” auto manufacturers. The following case outlines many of the managerial tactics employed by VW, the impact these actions had on corporate performance, the financial penalties incurred, and the corporate culture that made it all possible

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Published

2018-08-01

How to Cite

Aurand, T. W., Finley, W., Krishnan, V., Sullivan, U. Y., Abresch, J., Bowen, J., Rackauskas, M., Thomas, R., & Willkomm, J. (2018). The VW Diesel Scandal: A Case of Corporate Commissioned Greenwashing. Journal of Organizational Psychology, 18(1). https://doi.org/10.33423/jop.v18i1.1313

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Articles