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  • Open Daily: 10am - 10pm
    Alley-side Pickup: 10am - 7pm

    3038 Hennepin Ave Minneapolis, MN
    612-822-4611

Open Daily: 10am - 10pm | Alley-side Pickup: 10am - 7pm
3038 Hennepin Ave Minneapolis, MN
612-822-4611
Failure as a Chance. Managing Organizational Change after Corporate Scandals

Failure as a Chance. Managing Organizational Change after Corporate Scandals

Ostertag, Vanessa

Paperback

Management

ISBN10: 3668860726
ISBN13: 9783668860728
Publisher: Grin Verlag
Published: Jan 24 2019
Pages: 46
Weight: 0.16
Height: 0.11 Width: 5.83 Depth: 8.27
Language: English
Bachelor Thesis from the year 2014 in the subject Business economics - Business Management, Corporate Governance, grade: 1.0, LMU Munich, language: English, abstract: This paper deals with structural challenges arising for organizational change after corporate scandals. Corporate scandals have become an increased phenomenon and corresponding information spreads progressively fast in times of digital and social media. These can pose an extreme threat to organizations' legitimacy and reputation and thus, endanger their performance and survival chances. Nevertheless, there are still many examples of 'bad handling' and organizations seemingly do not know how to cope with such incidents correctly. The way organizations and their environments perceive and respond to a scandal constitutes a decisive factor concerning its outcome and consequences. Despite the extreme threat and inevitable harm that arise out of corporate scandals, they can be seen as triggering events that generate a chance for fundamental and beneficial organizational change. The corresponding literature on crisis management focuses on response strategies to improve perceptions of the organization. To substantially solve and permanently prevent the reoccurrence of such an incident, however, fundamental change in the organization's practices and behavior is necessary. This research question is addressed with an integrated approach to exploit both, knowledge from theory on crisis and change management as well as business practice and reality. In order to develop practical guidelines for organizations and to demonstrate how theoretically developed recommendations may look like and can be implemented in practical reality, this paper includes a case study. The theoretical approach is thereby enriched by an analysis of the Siemens AG after their bribery scandal in 2006. As result of the research, a framework is developed that should serve as a guideline for an effective handling of corporate scandals. Therei

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