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Put it in your pipe and smoke it. The Volkswagen Emissions Scandal. A management-based failure? Organisational culture in the shadow of dark leadership
This dissertation aims to discuss how leadership contributed to the Volkswagen Emissions Scandal. By clustering the sequence of events in the run-up to the revelation, key events and key figures are identified. Based on extracted information, which are applied to the competing-values model, VW’s organisational culture is defined. While examining the impact of engineering and business-related leadership, a link between culture, performance-based pay and trans-hierarchical collaborative cheating is established. Moreover, a causal chain and an open-systems model, aggregate the findings gained. Finally, the implications part evaluates risks and provide recommendations, before limitations and opportunities for future research are discussed.
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Dark leadership Organisational culture Competing-values model Collaborative cheating
