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Corporate social irresponsibility and stakeholder ecosystems: The case of Volkswagen Dieselgate scandal
Author(s) -
Zhang Michael,
Atwal Glyn,
Kaiser Maya
Publication year - 2021
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.2391
Subject(s) - stakeholder , business , corporate social responsibility , reputation , sustainability , stakeholder theory , value (mathematics) , stakeholder management , reputation management , public relations , political science , ecology , law , machine learning , computer science , biology
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.