How Does Collaborative Cheating Emerge? A Case Study of the Volkswagen Emissions Scandal

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dc.contributor.authorCastille, Christopher
dc.contributor.authorFultz, Andrew
dc.date.accessioned2017-12-28T00:32:02Z
dc.date.available2017-12-28T00:32:02Z
dc.date.issued2018-01-03
dc.description.abstractSince 2014, Volkswagen (VW) has been enthralled in a reputation-tarnishing cheating scandal that has raised questions regarding how collaborative cheating unfolds in organizational settings. While the behavioral ethics literature provides some insights, this literature is largely confined to individual decision makers and so little work examining how collaborative cheating emerges has been done. Therefore, with this case study, we draw on various data sources (e.g., court case summaries, investigative reporting, technical reports, popular press outlets, and publically available employee interviews) and use case study methodology (i.e., grounded theory, open-systems diagnostics) to construct a process model that explains how collaborative cheating emerges in organizational settings. Theoretical and practical implications are also discussed.
dc.format.extent10 pages
dc.identifier.doi10.24251/HICSS.2018.014
dc.identifier.isbn978-0-9981331-1-9
dc.identifier.urihttp://hdl.handle.net/10125/49901
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.subjectCreativity in Teams
dc.subjectCheating, Collaboration, Case Study, Ethics, Qualitative Research
dc.titleHow Does Collaborative Cheating Emerge? A Case Study of the Volkswagen Emissions Scandal
dc.typeConference Paper
dc.type.dcmiText

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