Crisis Communication on Twitter during a Global Crisis of Volkswagen - The Case of "Dieselgate"

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dc.contributor.authorStieglitz, Stefan
dc.contributor.authorMirbabaie, Milad
dc.contributor.authorPotthoff, Tobias
dc.date.accessioned2017-12-28T00:37:27Z
dc.date.available2017-12-28T00:37:27Z
dc.date.issued2018-01-03
dc.description.abstractIn this study, we investigate the communication behaviour in Twitter during the rise of a corporate crisis. In September 2015, the emission scandal of Volkswagen (also known as "Dieselgate") became public. We collected Twitter data and analysed approximately 400,000 tweets regarding the Volkswagen crisis. We take different perspectives on the data, by 1) separating the overall communication in peak and quiet phases, 2) analysing the sentiment in each phase, 3) looking at specific tweet contents, and 4) using statistical analyses to determine the significance of differences. Furthermore, we mapped the publishing behaviour of official Volkswagen accounts to the situational crisis communication theory (SCCT). The findings suggest that Volkswagen followed a strategy that is not covered by SCCT, i.e. keeping silent. Volkswagen’s tweets were not able to reduce the emotionality and sentiment of the ongoing Twitter discussion. Instead, even during quiet phases, the communication remained rather negative.
dc.format.extent10 pages
dc.identifier.doi10.24251/HICSS.2018.066
dc.identifier.isbn978-0-9981331-1-9
dc.identifier.urihttp://hdl.handle.net/10125/49953
dc.language.isoeng
dc.relation.ispartofProceedings of the 51st Hawaii International Conference on System Sciences
dc.rightsAttribution-NonCommercial-NoDerivatives 4.0 International
dc.rights.urihttps://creativecommons.org/licenses/by-nc-nd/4.0/
dc.subjectSocial Media and e-Business Transformation
dc.subjectTwitter, Corporate Crisis, Social Media, Volkswagen
dc.titleCrisis Communication on Twitter during a Global Crisis of Volkswagen - The Case of "Dieselgate"
dc.typeConference Paper
dc.type.dcmiText

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