Knowledge management and leadership: the carbon emissions scandal in the automobile industry

Abstract

Abstract:This paper analyses the Volkswagen scandal from a KM point of view. We use a KM framework of analysis basing ourselves in the concept of Knowledge failures. We describe the VW case of management and then analyse it from the point of view of KM. We conclude that in the VW case on carbon emissions a massive operation of KM existed, that some consider to be a success, despite the consequences, and others see as a failure. We discuss the conditions that allowed it to happen and how to prevent it in the future. We also discuss the implications of the scandal to the societies it involves and in particularly to the Economies of Central Europe.

Engaged followership and organisational misconduct

“…While these vehicles emitted excessive levels of N0 2 , they produced low levels of carbon dioxide. This was a trade-off which led some VW employees to believe they were developing environmentally virtuous "green diesel" cars (Ewing, 2017) in line with the company's reputation for efficiency and sustainability (Tomé, 2017).…”