Global Leadership at Volkswagen: A Critical Analysis

This paper discusses the nature, scope, and achievements of Volkswagen group, its global position and stature, and a comprehensive and critical analysis of VW’s leadership. It also explains the strengths and limitations of VW’s leadership, the emission scandal that hampered the goodwill of the company, and the interdependence of leadership, corporate culture, and organizational change.

Running head: Global leadership
Global leadership

Global leadership
Abstract
In today’s era, leadership is an effective and significant part of the every company. As the same
way, it also plays a vital and crucial role Volkswagen Company. Volkswagen is a well known
brand in the automotive industry. Nature, scope of VW group, achievements and position of the
company have been discussed in the paper. A critical analysis of Volkswagen leadership has
been presented in the task. The paper also explains the strengths and limitations of VW’s
leadership. Here is the discussion about the emission scandal that was occurred in 2015 at
Volkswagen group that hampered the goodwill of the company negatively.
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Global leadership
Table of Contents
Abstract.......................................................................................................................................................2
Introduction.................................................................................................................................................4
Nature, scope of VW group, its achievements and its global position and stature.......................................4
A comprehensive and critical analyze VW’s leadership..............................................................................6
The evolution and nature of VW’s leadership.............................................................................................8
The interdependence of leadership, corporate culture and organizational change.......................................9
VW’s leadership styles and practices across the globe..............................................................................11
Strengths and limitations of VW’s leadership and cost fit analysis of leader effectiveness.......................12
Enduring consequences and contribution of VW’s leadership...................................................................13
A concise diagnostic statement on VW’s leadership.................................................................................13
Recommendations to improve VW’s leadership........................................................................................14
Conclusion.................................................................................................................................................14
References.................................................................................................................................................15
Appendices................................................................................................................................................18
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Introduction
The primary motive of this task is to outline and discuss the leadership style, and corporate
culture of Volkswagen group. It is well reputed German company that provides ample of
automotive vehicles to the customers across the world. In 2015, the company had to face various
issues and challenges due to emission scandal. Besides this, role and significance of leadership
and management of change also have been explained in the task. The paper also discusses the
pros and cons of VW’s leadership. More detail of the task has been discussed below.
Volkswagen AG is known as the Volkswagen group, it is a German multinational automotive
manufacturing company having headquarter is located in Wolfsbung, Lower Saxony Germany.
The company was incorporated in 1937 in Germany. The company is designing and
manufacturing various types of vehicles for the customers in all over the world to increase
profitability and revenue. It is one of the biggest automakers measured by sales in the market.
Volkswagen group sells passenger cars under the Bentley, Bugatti, Audi, Seat, Volkswagen
marques and Lamborghini. It is one of the oldest and leading automobile manufacturers with
worth more than $75billion as of 20171.
Nature, scope of VW group, its achievements and its global position and stature
The firm operates and manages its business activities and operations in around 150 countries.
The main aim of the company is to sell automotive vehicles to the customers in the international
market. Along with this, the firm wants to become a global leader automotive industry. It has
been identified that the organization wants to be the no.1 car seller in volumes overtaking Toyota
by 2018. The company is well known auto importer of the United States. Since 1993, Ferinand
Piech was the chief executive officer of the company with an authoritative perspective. As the
1 Raj, A.S, 2017 "The Volkswagen Way, Profits over Sustainability." Journal of Marketing
Vistas 7, no. 2.
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CEO, Ferinand Piech maintained enormous power in the organization2. He followed
transactional leadership in the organization. The German government has analyzed that
Volkswagen group is responsible for a new attempt to hid harmful emissions of nitrogen oxides,
this time on Audi luxury models. The company recalled and modifies around 24,000 A7 and A8
models built between 2009 and 2013. VW group has factories at more than 119 locations
worldwide and employs around 600,000 employees in 20 European countries plus 11 countries
in Asia, Africa and the America. The first factory of Volkswagen was opened at Wolfsburg in
1938. VW group was one of the first and biggest western companies to invest in China as its
economic transformation began in the mid 1980. The company opened a new engine factory in
the China in 2013. It has been identified that the company is focusing on the diversification
strategy to improve and enhance the quality as well as performance. The company also has
manufacturing facilities in the US, China, India, Mexico, Slovakia, Russia, Indonesia, Brazil,
Argentina, Spain, Poland, Brazil, Kenya and South Africa3.
VW group presents group award 2017 to 19excellent suppliers for innovative and unique
strength and entrepreneurial reliability. The brands of the company include Audi, Bentley,
Skoda, Porsche, Volkswagen and Lamborghini. The company is awarded in 2015 to its best
suppliers. It is the 13th time in this year that Volkswagen group has pleased the entrepreneurial
performance of its best suppliers with the Volkswagen group award4.
It has been identified that the company maintains a good position in the competitive market. The
firm develops and improves vehicles and components for its brand. The organization also
produces passengers cars and light commercial vehicles for the Volkswagen passenger cars and
2 Ferrell, A., Ondracek. J, Saeed. M, and Bertsch.M, 2016. "Failed Decision-making at
Volkswagen." In Annual Eurasian Business Research Conference. Manila, Philippines.
3 Hrzone, 2018. Leadership lesions from the Volkswagen scandal, Accessed as on 7th June,<
https://www.hrzone.com/lead/culture/leadership-lessons-from-the-volkswagen-scandal>
4 Rhodes.C, 2016. "Democratic business ethics: Volkswagen’s emissions scandal and the
disruption of corporate sovereignty." Organization Studies 37, no. 10: 1501-1518.
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Volkswagen commercial vehicles brands. The firm has divided its division in two parts that
include the financial services division and automotive division. The motive of the company is to
become the number one leader in electronic mobility across the world by 2025. The company
comprises twelve brands from the seven European countries. Along with this, the company
provides ample of financial services such as customer and dealing financing, banking and
insurance activities, leasing and fleet management. Group is paying the path for the largest
change process in its history: the realignment of one of the biggest and excellent automakers to
become a leader of sustainable mobility. To achieve that goal, the company will be transforming
its automotive core functions and business and will among other things be introducing a further
30 plus completely electric cars by 2025 and exploring battery technology and autonomous
driving as new core competences.
A comprehensive and critical analyze VW’s leadership
Leadership is ability of a company’s management to set and attain the challenging and effective
goals by influencing the other people within the organization. It is a process of directing and
controlling the other people in order to attain desired goals and objectives. No company can
survive and grow its business without using effective leadership styles in the workplace. As the
same way, Volkswagen group also uses unique and dynamic leadership styles at the workplace
for gaining competitive benefits in the global market. Currently, Martin Winterkorn is the CEO
and managing director of the company who delegate the roles and responsibilities towards the
employees and top management5. After the various researchers, it has been identified that
workers at Volkswagen group have previously stepped out to explain the culture of the company
as a fearful one where there is no liberty to speak out about the organizational processes and
ample of pressures to deliver6. It has been found that Martin Winterkorn was a highly demanding
5 Brian.L,2014. "The People's Car: A Global History of the Volkswagen Beetle by Bernhard
Rieger." Technology and Culture 55, no. 1: 275-276.
6 Barrett.S. RH, Speth.R.L, Eastham.S.D,. Dedoussi.I.C, Ashok.A, Malina.R, and Keith. D. W,
2015. "Impact of the Volkswagen emissions control defeat device on US public
health." Environmental Research Letters 10, no. 11 114005.
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boss who did not want to failure in the life and success. But the facts say that the pressure on the
leaders at VW group was unusual and ineffective that may go some way to explaining the
automotive crisis7.
Volkswagen emission scandal started in September 2015 when the United States environmental
protection agency issues a notice of violation of the clear act to German automaker Volkswagen
group. In 2015, the company sold at least 600,000 cars in the United States that were fitted with
defeat devices8. This hampered the financial image of the company adversely. This scandal also
affected the revenue and profitability of the company adversely. The emission scandal was the
major concern for the company9. Initial charges of €6.7 billion in the third quarter of 2015 have
led the firm to post of a loss of €1.7 billion related to the recalls. This loss does include penalties,
fines, and compensation. The analytics have been estimated that total cost for the emission
scandal was tens of billions of Euros. In the first two months after the scandal broke,
Volkswagen group market capitalization dropped approx 40%. Martin Winterkorn agreed to plan
of action that included continuing to hide the existence of defeat devices. It has been found that
CEO faced ample of issues at that time. Martin Winterkorn is under investigation by the
authorities in Brunkswick of suspicion of market manipulation and fraud. Dr. Winterkorn was
unaware of this issue until shortly before it became public. It is noted that Martin Winterkorn
who is the CEO of the company very demanding boss who abhorred failure. It is analyzed that
7 Cavico F.J, and Mujtaba. B.J, 2016. "Volkswagen emissions scandal: a global case study of
legal, ethical, and practical consequences and recommendations for sustainable
management." Global Journal of Research in Business & Management 4, no. 2: 303-311.
8 Tomé.E, 2017. "Knowledge management and leadership: the carbon emissions scandal in the
automobile industry." International Entrepreneurship| Przedsiębiorczość Międzynarodowa 3,
no. 1: 229-240.
9 Elson.C. M., Ferrere.C.K , and Goossen.N.J, 2015. "The bug at Volkswagen: Lessons in co‐
determination, ownership, and board structure." Journal of Applied Corporate Finance 27, no. 4:
36-43.
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Global leadership
Martin Winterkorn is a authoritarian leader who make their decision ownself. He decides goals
and objectives for success and growth of the company without involvement of the subordinates.
He guides and controls all the activities of the business without any participation by the
employees. Such leader has full control of the team leaving low autonomy within the group.
The evolution and nature of VW’s leadership
The leadership style at Volkswagen was not good because it influenced the profitability and
revenue of the company negatively in 2015. Due to poor leadership, the firm had to face ample
of issues and challenges in 2015. The emission scandal was one of the biggest major concerns in
front of Martin Winterkorn who is the CEO of VW’s group. On 23rd September 2015, due to
emission scandal Volkswagen CEO Martin Winterkorn resigned from his post. It also affected
the roles and responsibilities of the paid executive. It is noted that consequences and grievances
for Volkswagen continue to evolve therefore investors punishing its stock. After the various
studies, it has been identified that Martin was not aware about this scandal and manufacturing
issue. He is autocratic leaders who control on the entire team members. It is stated that CEO
Martin Winterkorn was seriously not aware of the fraud committed by VW under his
supervision. According to various researchers, it is noted that leader is responsible for setting an
effective and unique culture for the employees in order to perform tasks and duties successfully.
Along with this, effective leader explains the desired results to be pursued and the balance to be
maintained between competing goals and objectives. Everyone knows that Volkswagen admitted
to installing software in more than 11 million of their diesel engine automobile cars that was
created and designed to cheat emission tests. At that time, some commentators have
recommended that VW’s group is accountable for the premature death of people. It is noted that
leadership style that used by CEO at Volkswagen group was not effective. Therefore, it affects
the sustainability of the firm. Due to failure of leadership, the company was unable to overcome
this issue at that time. All these things would have direct impacted on the long term profitability
and productivity of the firm.
The interdependence of leadership, corporate culture and organizational change
The auto manufacturer Volkswagen group was in the midst of a historically impressive run of
increased revenue and market share. Many investigators have analyzed that culture of
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Volkswagen Company under Martin Winterkorn’s care in the light of the scandal. The high
successful and effective period of the company was midst. Martin Winterkorn was well known
for his exacting standards and perfectionism. The internal weather and climate in the company
was demanding high10. It is noted that Mr. Winterkorn successor used the diesel scandal to
stimulate internal reform. Herbert Diess who is appointed as the new CEO of the company
declared that VW needed to become a more open, more truthful and more honest. It has been
noted that interdependeny leadership, practices and culture are broadly characterized by the
assumption that leadership is a collective activity that requires mutual learning and inquiry. It is
revealed that old centralistic leadership approach was followed by Martin Winterkorn. The five
former VW executives interviewed by industry observers and analyzes the management style
that fostered a climate of fear and unhappy, an authoritarianism that went unchecked due to a
organization structure effective and attractive in the German motor industry11.
Volkswagen’s top executive said that some managers are resisting the company due to emission
fraud. It is suggesting that the company could still take several years to set a new corporate
culture within the organization12. It has been found that managers, top management and workers
are discussing and generating a modern and effective corporate culture at the workplace. This is
focusing on the more responsibility, creativity and roles. It is noted that Martin Winterkorn had
to go because there was no option available at that time13. It affected the corporate culture and
values of the firm adversely. In today’s era, the firm is conducting cultural education sessions
10 Werner.A.R., and Reber.G, 2013. "Leadership styles: Inertia and changes in the Czech
Republic." Journal for East European Management Studies : 9-35.
11 Rast III.D.E., Hogg.M.A,, and Giessner.S.R, 2013. "Self-uncertainty and support for autocratic
leadership." Self and Identity 12, no. 6 : 635-649.
12 Reuters, 2018. Fear and respect: VW’s culture under Winterkorn, Accessed as on 7th June 2018,<
https://www.reuters.com/article/us-volkswagen-emissions-culture-idUSKCN0S40MT20151010>,
13 Hickman.C. R., and Silva.M.A, 2018. Creating excellence: Managing corporate culture,
strategy, and change in the new age. Routledge.
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and programs to understand and know the power of art and encouraging them to act creatively
and effectively. It has been identified that corporate culture of the company was not good and
effective due to emission scandal14. It also influenced the financial position and goodwill of the
company adversely. The employees at Volkswagen need a culture in which it is permissible and
possible to argue with superior about the best ways to go. It helps in overcoming the competitors
in the international market. Apart from this, it will also helps in uplifting and improving the
desired goals and outcomes. It is noted that organizational structure and culture of Volkswagen
are not good as compared to other companies. It is analyzed that corporate culture of the
company differs from the other automotive companies15.
It has been analyzed that various management changes have been done by the new CEO due to
emission scandal. Sweeping changes have been done to its senior management team to reduce
the cost and prevent the adverse impact of the scandal. The management change plays a
significant and effective role in reducing complexity and increasing effectiveness of the company
and employees as well16. The management of change at Volkswagen Company includes Ulrich
Eichhorn becoming head of the research and development. The other changes include Fred
Kappler who was the head of the group services, has become the head of the sales. New lean
structure has been built by the firm to develop and improve remarkable potential of the firm.
Volkswagen group plans to start work on the repairing the 8.5m cars in Europe influenced by the
diesel scandal in January17. Besides this, green light has been provided by the German federal
motor transport authority to install software within the organization. It is analyzed that VW starts
14 Alfonso.S, Vollero.A, Conte.F, and Amabile.S, 2017. "“More than words”: Expanding the
taxonomy of greenwashing after the Volkswagen scandal." Journal of Business Research 71:
pp.27-37.
15 Entrepreneur, 2018. The biggest lesson from Volkswagen culture dictates behavior, Accessed as on 7th
June 2018,< https://www.entrepreneur.com/article/254178> .
16 Malcolm,W.,2014. Culture and management in Asia. Routledge.
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the process of the repairing vehicles by sending letters to motorist. The customers would be
rendered with a free hire care while their vehicle is being repaired. All these management
changes have been done by Volkswagen to tackle the emission scandal18.
VW’s leadership styles and practices across the globe
It has been noted that leadership styles play a vital role Volkswagen group to manage the
business activities and operations globally. Along with this, it also helps in striving with
competitors in the global market. Martin Winterkorn who was the CEO of the company used
autocratic leadership while functioning in the workplace. The autocratic leader is also known as
authoritarian leader. Such type of leaders does not exercise power and authorities towards the
employees19. All the decisions are taken by them. They do not include employees in the decision
making process therefore it affects the performance and productivity of the workers. The
autocratic leaders do not take advice from subordinates within the organization. The autocratic
leadership can be applied to the wrong situations and groups. However, such type of leadership
can be beneficial in some circumstances such as when decision need to be taken by the company
quickly without consulting with employees at the workplace. Effective leadership can be used by
the company to stand out against the competitors in the global market. The leadership practices
helps in measuring and analyzing the competitiveness and relationship. These practices also
encourage workers to get new and innovative opportunities at the workplace. besides this, an
17 Janssen.C.I., 2013"Corporate historical responsibility (CHR): Addressing a corporate past of
forced labor at Volkswagen." Journal of Applied Communication Research 41, no. 1 : 64-83.
18 Rik.O, van Zelm. R, and Huijbregts.M.A, 2016. "Valuing the human health damage caused by
the fraud of Volkswagen." Environmental pollution 212: 121-127.
19 Epstein.M.J., and Buhovac.A.R, 2014. Making sustainability work: Best practices in managing
and measuring corporate social, environmental, and economic impacts. Berrett-Koehler
Publishers.
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effective and unique leader needs to search talented and skilled employees for conducting the
business operations and activities worldwide20.
Strengths and limitations of VW’s leadership and cost fit analysis of leader effectiveness
Authoritarian leadership was used by CEO of the company. The strengths and limitations of
Volkswagen group leadership have been detailed below.
Strengths
 By using autocratic leadership style, the company has been able to make speedy decision
within the organization. The autocratic leaders are very strong and unique.
 The complete control is made by the leaders over the employees therefore the chance of
inefficiency is far less under this type of leadership21.
Limitations
 This type of leadership at Volkswagen could affect the efficiency and effectiveness of the
workers adversely just because all decisions are taken by the senior management.
 The autocratic leader in the company becomes dictator. The autocratic leader such as
Martin Winterkorn does not like to work with as talented and young people in the
organization.
The cost fit leadership strategy also plays an empirical role in each and every organization. A
firm that follows this strategy does not necessarily charge the lowest prices in the industry. The
cost leadership strategy can be used Volkswagen Group to reduce the cost of vehicles in the
competitive market. This strategy helps the company to cope with rivalries in the global
market22.
20 Giltinane.C.L, 2017. "Leadership styles and theories." Nursing Standard 27, no. 41 (2013): 35.
21 Miriam.m., and Hoegl.M, 2013. "Shared leadership effectiveness in independent professional
teams." European Management Journal 31, no. 4 : 423-432.
22 Johnson.C.E, 2017. Meeting the ethical challenges of leadership: Casting light or shadow.
Sage Publications.
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Enduring consequences and contribution of VW’s leadership
It has been analyzed that Volkwagen is still trying again to turn the page after its emission
scandal. Due to lack of effective and unique leadership, various challenges were faced by Martin
Winterkorn. Emission scandal was affected the goodwill of the company adversely. This is done
due to lack of unique leadership23. Due to emission scandal and poor leadership, the company has
failed to develop and built trust and loyalty again the customers. Thus, it was affecting the sales
volume of the company adversely. Besides this, it also affected the market share of the company
in Germany negatively24. The corporate culture was also influenced by this scandal. Due to
emission scandal, the employees at Volkswagen are unable to focus on the company’s
effectiveness and outcomes positively. All these issues are being encountered by the top
management at Volkswagen due to poor leadership25.
A concise diagnostic statement on VW’s leadership
Due to emission scandal, CEO Martin Winterkorn resigned from his post. In his statement of
resignation, Mr. Martin Winterkorn said that I am shocked by the scandal of the past few days
and all, I am astonished that misdemeanors on such scale was possible in the Volkswagen group.
He accepted and admitted responsibilities for irregularities.
Recommendations to improve VW’s leadership
The recommendations for improving and enhancing the VW’s leadership have been detailed
below.
23 Nazanin.M, 2016. "A Case Study of Volkswagen Unethical Practice in Diesel Emission
Test." International Journal of Science and Engineering Applications 5, no. 4: 211-216.
24 Claudia .J.I., 2013. "Corporate historical responsibility (CHR): Addressing a corporate past of
forced labor at Volkswagen." Journal of Applied Communication Research 41, no. 1 : 64-83.
25 Anenberg.S. C., Miller.J., Minjares.R., Du.L., Henze.D.K., Lacey.F., Malley.C.S. et al, 2017.
"Impacts and mitigation of excess diesel-related NO x emissions in 11 major vehicle
markets." Nature 545, no. 7655: 467.
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 The company should change the leadership style to boost and augment the moral and
confidence level of the workers.
 The firm should dedicate all the efforts, technology and resources into reestablishing
credibility with the firm.
 It should focus on the management of change issues to reduce the absenteeism and high
employee turnover rate at the workplace.
 Along with this, the leaders should include employees for making unique and effective
decisions within the organization.
 The causes of emission scandal shall be find out by the leaders to attain competitive
benefits.
Conclusion
On the above mentioned analysis, it has been concluded that leadership plays a fundamental role
in Volkswagen Group. The above mentioned analysis shows that how Martin Winterkorn handle
emission scandal in the global market that had direct impacted on the image of the firm. The
above mentioned analysis shows that how Martin Winterkorn uses leadership styles within the
organization to reduce the adverse impact of the emission scandal. The paper also explains the
advantages and disadvantages of Volkswagen Company’s leadership. The leadership is an
important part of the each and every company. Leadership helps in maintaining favorable
corporate culture as it also boost the level of confidence of the workers.
References
Anenberg, Susan C., Joshua Miller, Ray Minjares, Li Du, Daven K. Henze, Forrest Lacey,
Christopher S. Malley et al. "Impacts and mitigation of excess diesel-related NO x emissions in
11 major vehicle markets." Nature 545, no. 7655 (2017): 467.
Auer-Rizzi, Werner, and Gerhard Reber. "Leadership styles: Inertia and changes in the Czech
Republic." Journal for East European Management Studies (2013): 9-35.
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Barrett, Steven RH, Raymond L. Speth, Sebastian D. Eastham, Irene C. Dedoussi, Akshay
Ashok, Robert Malina, and David W. Keith. "Impact of the Volkswagen emissions control defeat
device on US public health." Environmental Research Letters 10, no. 11 (2015): 114005.
Cavico, Frank J., and Bahaudin G. Mujtaba. "Volkswagen emissions scandal: a global case study
of legal, ethical, and practical consequences and recommendations for sustainable
management." Global Journal of Research in Business & Management 4, no. 2 (2016): 303-311.
Elson, Charles M., Craig K. Ferrere, and Nicholas J. Goossen. "The bug at Volkswagen: Lessons
in co‐determination, ownership, and board structure." Journal of Applied Corporate Finance 27,
no. 4 (2015): 36-43.
Entrepreneur. The biggest lesson from Volkswagen culture dictates behavior, Accessed as on 7th June
2018,< https://www.entrepreneur.com/article/254178> 2018.
Epstein, Marc J., and Adriana Rejc Buhovac. Making sustainability work: Best practices in
managing and measuring corporate social, environmental, and economic impacts. Berrett-
Koehler Publishers, 2014.
Ferrell, A., James Ondracek, M. Saeed, and Andy Bertsch. "Failed Decision-making at
Volkswagen." In Annual Eurasian Business Research Conference. Manila, Philippines. (2016).
Giltinane, Charlotte Louise. "Leadership styles and theories." Nursing Standard (through
2013) 27, no. 41 (2013): 35.
Hickman, Craig R., and Michael A. Silva. Creating excellence: Managing corporate culture,
strategy, and change in the new age. Routledge, 2018.
Hrzone. Leadership lesions from the Volkswagen scandal, Accessed as on 7th June 2018,<
https://www.hrzone.com/lead/culture/leadership-lessons-from-the-volkswagen-scandal>, 2018.
Janssen, Claudia I. "Corporate historical responsibility (CHR): Addressing a corporate past of
forced labor at Volkswagen." Journal of Applied Communication Research 41, no. 1 (2013): 64-
83.
Johnson, Craig E. Meeting the ethical challenges of leadership: Casting light or shadow. Sage
Publications, 2017.
15

Global leadership
Ladd, Brian. "The People's Car: A Global History of the Volkswagen Beetle by Bernhard
Rieger." Technology and Culture 55, no. 1 (2014): 275-276.
Mansouri, Nazanin. "A Case Study of Volkswagen Unethical Practice in Diesel Emission
Test." International Journal of Science and Engineering Applications 5, no. 4 (2016): 211-216.
Muethel, Miriam, and Martin Hoegl. "Shared leadership effectiveness in independent
professional teams." European Management Journal 31, no. 4 (2013): 423-432.
Oldenkamp, Rik, Rosalie van Zelm, and Mark AJ Huijbregts. "Valuing the human health damage
caused by the fraud of Volkswagen." Environmental pollution 212 (2016): 121-127.
Raj, A. Sridhar. "The Volkswagen Way, Profits over Sustainability." Journal of Marketing
Vistas 7, no. 2 (2017).
Rast III, David E., Michael A. Hogg, and Steffen R. Giessner. "Self-uncertainty and support for
autocratic leadership." Self and Identity 12, no. 6 (2013): 635-649.
Reuters. Fear and respect: VW’s culture under Winterkorn, Accessed as on 7th June 2018,<
https://www.reuters.com/article/us-volkswagen-emissions-culture-idUSKCN0S40MT20151010>, 2018.
Rhodes, Carl. "Democratic business ethics: Volkswagen’s emissions scandal and the disruption
of corporate sovereignty." Organization Studies 37, no. 10 (2016): 1501-1518.
Siano, Alfonso, Agostino Vollero, Francesca Conte, and Sara Amabile. "“More than words”:
Expanding the taxonomy of greenwashing after the Volkswagen scandal." Journal of Business
Research 71 (2017): 27-37.
Tomé, Eduardo. "Knowledge management and leadership: the carbon emissions scandal in the
automobile industry." International Entrepreneurship| Przedsiębiorczość Międzynarodowa 3,
no. 1 (2017): 229-240.
Warner, Malcolm. Culture and management in Asia. Routledge, 2014.
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Appendices
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21