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dc.contributor.authorZhang, Boyang
dc.contributor.authorVos, Marita
dc.contributor.authorVeijalainen, Jari
dc.contributor.authorWang, Shuaiqiang
dc.contributor.authorKotkov, Denis
dc.date.accessioned2016-08-24T09:58:25Z
dc.date.available2016-08-24T09:58:25Z
dc.date.issued2016
dc.identifier.citationZhang, B., Vos, M., Veijalainen, J., Wang, S., & Kotkov, D. (2016). The Issue Arena of a Corporate Social Responsibility Crisis : The Volkswagen Case in Twitter. <i>Studies in Media and Communication</i>, <i>4</i>(2), 32-43. <a href="https://doi.org/10.11114/smc.v4i2.1746" target="_blank">https://doi.org/10.11114/smc.v4i2.1746</a>
dc.identifier.otherCONVID_26159461
dc.identifier.otherTUTKAID_70880
dc.identifier.urihttps://jyx.jyu.fi/handle/123456789/51046
dc.description.abstractThis paper explores the online debate in a corporate social responsibility crisis, where multiple actors communicate through social media, each representing different interests and views pertaining to the crisis. The study utilizes Twitter data relating to the recent case of the falsified Volkswagen diesel emissions that became public in 2015. To better understand the online interaction, use is made of issue arena theory and insights on CSR crises. The focus is on capturing the issue as it evolved over time, the actors and sentiments expressed, and the responses of the organization. The findings show that after the case became public, the emissions issue received massive attention in Twitter. Sentiment analysis showed high negative peaks following news that revealed details about the case. Among the most active external accounts, the group labeled General and business news was the most critical. The replies posted by Volkswagen on @VW were few, providing explanations and links. Volkswagen websites were used to disseminate information, but the case was also heavily discussed in a large number of independent discussion platforms, blogs and wikis. The findings demonstrate that CSR challenges can result in a crisis of a long duration marked by strongly expressed sentiments and a wide diversity in the views of different stakeholder groups. The focal organization reacted to the events with the twin strategies of apology and compensation. The study shows the risk of CSR challenges resulting in crises in cases where stakeholder expectations have been created but not met, generating loss of reputation.
dc.language.isoeng
dc.publisherRedfame Publishing
dc.relation.ispartofseriesStudies in Media and Communication
dc.subject.othercorporate social responsibility
dc.subject.otherissue arena
dc.subject.otherVolkswagen
dc.titleThe Issue Arena of a Corporate Social Responsibility Crisis : The Volkswagen Case in Twitter
dc.typearticle
dc.identifier.urnURN:NBN:fi:jyu-201608123784
dc.contributor.laitosTietojenkäsittelytieteiden laitosfi
dc.contributor.laitosViestintätieteiden laitosfi
dc.contributor.laitosDepartment of Computer Science and Information Systemsen
dc.contributor.laitosDepartment of Communicationen
dc.contributor.oppiaineOhjelmistotuotanto
dc.contributor.oppiaineYhteisöviestintä
dc.type.urihttp://purl.org/eprint/type/JournalArticle
dc.date.updated2016-08-12T12:15:06Z
dc.type.coarjournal article
dc.description.reviewstatuspeerReviewed
dc.format.pagerange32-43
dc.relation.issn2325-8071
dc.relation.numberinseries2
dc.relation.volume4
dc.type.versionpublishedVersion
dc.rights.copyright© the Authors, 2016. This is an open access article distributed under the terms of a Creative Commons License.
dc.rights.accesslevelopenAccessfi
dc.subject.ysokriisiviestintä
dc.subject.ysomaineenhallinta
dc.subject.ysososiaalinen vastuu
dc.subject.ysososiaalinen media
dc.subject.ysoTwitter
jyx.subject.urihttp://www.yso.fi/onto/yso/p18528
jyx.subject.urihttp://www.yso.fi/onto/yso/p27615
jyx.subject.urihttp://www.yso.fi/onto/yso/p5601
jyx.subject.urihttp://www.yso.fi/onto/yso/p20774
jyx.subject.urihttp://www.yso.fi/onto/yso/p24097
dc.rights.urlhttps://creativecommons.org/licenses/by/3.0/
dc.relation.doi10.11114/smc.v4i2.1746


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© the Authors, 2016. This is an open access article distributed under the terms of a Creative Commons License.
Except where otherwise noted, this item's license is described as © the Authors, 2016. This is an open access article distributed under the terms of a Creative Commons License.