Restoring Volkswagen: Bridging Performance Gaps

Introduction

Business context

In September 2015, Volkswagen, a German auto manufacturer was involved in a major scandal whereby the company was said to have installed certain cars with software to show false information regarding the amount of emissions that the vehicles emitted. As such, the vehicles indicated an emission level that is lower than the actual emission that occurs when driving (Ndedi & Feussi, 2015). This saga had serious consequences on the company`s business as the rigging of such misconducts to the general public resulted in stunning implications. Other than the effect of the company`s misconduct to the environment and the people`s health, the giant manufacturer was put at a risk of losing its reputation in the automobile industry. Thus, Volkswagen aimed to make more profits using deceptive means, but instead, such illegal practices misrepresented the company`s products to its consumers and global regulators. In countries such as the United States, the company was forced to pay more than $ 20 billion (Zhou, 2016). Following the repercussions of Volkswagen`s unethical behaviours, the situation requires a proper regulatory structure that incorporates the best practices that the company could adopt to help in bridging its performance gap. This forms the basis for this project where the research work will aim to shed light of the best practices that could be used to rectify the performance issue at Volkswagen. The objectives that will be used to achieve this aim are as follows:

Project objectives

To propose applicable best practices for Volkswagen

To determine a strategy that can be used at Volkswagen in efforts to bridge the existing performance gap

To demonstrate the need for change at Volkswagen

Rationale

Research question

What are some of the best practices that Volkswagen can adopt to help in bridging the existing performance gap? By answering the above question, this study will have served to bridge the knowledge gap that exists in relation to the tactics that can be used by organisations to improve and enhance their performance for maximum productivity and hence higher profits.

Research limitations

This study had the following limitations

This study had the following limitations

Due to the scope of the study, it was not possible to collect data from all the recommended sources within the company.

The rest of the paper is organised as follows. The first section focuses on OD consultancy methodology where Brown`s 5 stages method is outlined and described. The next section focuses on the evaluation of OD method of enquiry while highlighting the limitations of the OD consultancy approach. The next chapter contains an application of Brown`s 5 stages model to Volkswagen. In the last two sections of the paper, conclusions and recommendations have been provided.

OD Consultancy Methodology

Brown`s 5 stages

Need for change at Volkswagen

Client-practitioner relationship

Diagnostics

Action plan

Evaluation

Need for change at Volkswagen

The whole development process needed at Volkswagen requires the anticipation for change as a prerequisite before a change programme is implemented. According to Brown (2002), an organisation must anticipate the necessity of change. Hence, managers at Volkswagen must first perceive the company to be in disequilibrium and need of improvement. This is as a result of the situation that the automaker found itself after being involved in a scandal that destroyed its market image. It is, therefore, vital to have changed to win back the hearts of its potential customers.

Client-practitioner relationship

The success of an OD programme will depend on the client-practitioner relationship. Brown (2002) states that interpersonal relation formation greatly depends upon a decent first impression. The development of a good client-practitioner relationship is dependent on Mutual Corporation and trust. For the creation of a healthy client-practitioner relationship with Volkswagen, it is vital to clearly understand the degree of the current performance gap at Volkswagen.

Diagnostics

At this phase, I will gain gather relevant data about the system. In doing so, I will be able to get a better understanding of Volkswagen`s system problems. To achieve this, I will ensure that the diagnosis is firm, non-faulty and accurate to avoid the occurrence of an ineffective and costly change.

Action plan

After conducting a succinct and conclusive diagnosis, the key problematic areas at Volkswagen will be visible. Additionally, it will be possible to identify the causal relations at the company. This will be followed by a sequence of activities, programmes and interventions aimed at addressing the performance issues at Volkswagen. At this stage, the application of relevant techniques of OD will be essential including total quality management (TQM) that will help in realising the necessitated change.

Evaluation

This stage of Brown`s model involves the monitoring of the results and stabilising the anticipated changes. According to the elaboration given by Brown 2002), at this phase, an organisation should assess the effectiveness of the proposed performance change strategies concerning the organisational objectives. A follow-up is fundamental to make sure that after correction has been done and the performance change programme has been implemented, then there is the internalising and stabilisation of behaviour.

Humanistic values and ethics

There are various values and ethics that as an OD practitioner I adhere to in order to maintain a sense of identity. One of the OD ethics is the responsibility to oneself. This involves acting with authenticity and integrity while striving for personal growth and self-knowledge. Another value is the responsibility for professional competence and development where I always accept responsibility for my actions` consequences. As an OD practitioner, I also have a responsibility to my client where I serve the long-term well-being of the company. Further, it is within my knowledge that I have a responsibility to the rest of the OD community as well as a social responsibility whereby I am expected to act with sensitivity to my recommendations` consequences. I will also provide opportunities for individuals` functioning as human beings rather than productive process resources by ensuring during the exercise, the company`s workers are given a humanistic approach. To avoid dominating the process, I will give each member of the organisation and the organisation itself a chance to develop their full potential through total participation which will also increase the effectiveness of the process. As an OD practitioner, I will put effort towards the creation of an environment in which finding both challenging and exciting work is possible during the process. To make the process a success, I will provide the people involved with the opportunity to influence their relationship with the environment, work and their company. This will be achieved by treating each employee as a human being with complex needs that are essential to their life and work at Volkswagen.

Secondary research

This OD consultancy project will be based on secondary research. This will be achieved by reading from secondary sources of data such as files, sheets, archives, recordings and other internal documents that are related to organisational performance.

Strengths of secondary research

One of the advantages of secondary research is that it is exceptionally useful in analysing the three levels` output-organisational, individual and group. This is because enough information can be obtained which is necessary for analysis purposes (Onwuegbuzie & Leech, 2005). Also, secondary research is relatively objective as it is not subject to prejudice or subjectivism of consultant or respondents unlike the case with primary research which mainly relies on responded hence higher chances of obtaining biased results. Further, in most cases, secondary research offers information that is quantified hence allowing statistical analysis (Tripon & Dodu, 2005)

Weaknesses of secondary research

Despite the benefits of secondary research, this research method has some limitations. To start with, it is associated with validity-related problems such as changes in measurement or recording systems which could falsely imply a change of the actual organisational facts (Onwuegbuzie & Leech, 2005). Also, at times, it may be difficult to access information using this method due to restricted access or even unavailability of the needed information. This implies that secondary research is not specific to the needs of the researcher. Further, sometimes, it may be difficult to interpret and encode data collected and stored by someone else (Onwuegbuzie & Leech, 2005).

Evaluation of OD method of inquiry

Limitations of the OD consultancy approach

If an external OD practitioner is consulted, they may not be familiar with the given organization’s norms, practices and culture while it may also be difficult for them to obtain information necessary to propose the necessary change. This may be due to poor communication information channels and lack of required information on the repository. Further, in the case where OD consultancy uses internal practitioners, there may be limitations such as lack of objectivity as a result of the management`s influence, lack of specialized skills and may lack the necessary authority and power (Egan & Lancaster, 2005).

Criticism of planned change by those espousing unplanned and/or emergent change

According to the criticism, in the case where there is a turbulent environment with an unclear destination, it may be difficult for the organisation to progress from one point to another. Also, critics of planned change claim that if a major learning of new methods is required, or a considerable long-term investment is required for a new situation, it may prove difficult to tell when the refrozen state is reached. Further, it is said that planned change is based on change imposition on the concerned organisation`s employees (Egan & Lancaster, 2005).

Criticism from alternative change management perspectives

From a top-down perspective, it involves imposing change from the organisation`s top. In this management perspective, planned change is said to create opposition amongst the subordinates. It if further argued that regardless of the appropriateness of the decision, planned change may be stunted as it may be ignored by many. Similarly, from the bottom-up management perspective, planned change is considered to be too slow as when change initiatives are from the subordinates, its propagation throughout the organisation takes considerable time (Caldwel, 2005). Organisations can be considered to be socially constructed. This is supported by Yeung (2005) who suggests that organisations are cultural phenomena that vary according to the society`s development stage. This implies that changes in culture in the society result in cultural changes in the organisation.

Brown`s five stage model application to Volkswagen`s case

Over the years, the organisational development (OD) concept has undergone some transformations making it now a fundamental part of organisational strategy implementation. The concept is said to significantly contribute to the understanding of corporate culture as well as the alignment of practices with the mission and goals of an organisation (Bradford & Burke, 2005). As the organisational development scope broadened, Brown (2010) developed a systematic planned change implementation framework which serves as a vital tool for organisational development practitioners. The model has five steps as follows.

1. Need for change anticipation

2. Practitioner-client relationship development

3. The diagnostic phase

4. Action plans, strategies, and techniques

5. Self –renewal, monitor and stabilize

This Brown`s systematic model provides a clear roadmap that OD practitioners can follow for the successful facilitation of planned organisational change. According to Brown`s five stages model, leaders have first to anticipate the need for planned change introduction. This is followed by the establishment of a relationship between the firm (organisation) and the OD practitioner. In the next stage, the OD practitioner gathers the necessary data and information which is a fundamental aspect of this model. The collected information plays a critical role in the framing of policies, plans, and appropriate interventions with the aim of initiating planned change. Finally, the formulated interventions undergo some evaluation to ensure that the planned change has been applied successfully (Brown, 2010). As such, in the following section I will apply the Brown`s 5 stages model to the case of Volkswagen.

Need for change at Volkswagen

Following the cheating scandal that Volkswagen was involved in after the manipulation of emission test results, the company is in dire need for change. The giant automaker has suffered a seriously damaged brand image and requires changes in order to regain its previous position and image in the market. For instance, massive investment is needed to cover the recalling cost as well as the cost incurred by the company in re-equipping its cars in efforts to win back the customers` trust. VW is said to be Europe`s largest employer and is also the leading company in terms of revenue (Koplin, Seuring & Mesterharm, 2007). However, since the experience of the traumatic events in the company, the profits of the carmaker have seen a massive decline justifying the need to have changes in the organisation. It is only by changing will the automaker overcome the tremendous damage the company caused to the climate, people, its trademark, and employees. Inducing changes in the company is also an issue of necessity in order to help in restoring the company`s profits as this will lead to new markets in countries such as the United States that had banned the sale of VW`s vehicles that were affected by the fitting of a defeat-device (Koplin, Seuring & Mesterharm, 2007). Further, change in Volkswagen is necessary to introduce a different organisational culture. The cheating scandal could be taken to imply a long unethical behaviour history in the organisation. The existence of a loose culture in VW could have led to the emission cheating scandal as a strict culture could have detected such unethical behaviour in a timely manner rather than waiting for external agents to discover what was happening at the centre of the company`s production system. There have been claims that a large section of the company`s executives and engineers were aware of the cheat code (Thompson & Kottasova, 2015) which indicates that the organisational culture of the time was not consistent with Volkswagens goals and objectives. This demonstrates the performance gap created by the mismatch between the external environment and the internal in terms of key organisational features that constitute the organisational culture of Volkswagen. Therefore, change is necessary in relation to behaviour and culture to be in agreement with the company`s ownership values, mission, and vision. As stated by Cummings and Worley (2014), organisational culture is one of the key factors that matter most in determining the success of a company which implies there is a need to streamline the culture at VW in order to achieve its success in the auto making industry. Further, the previous management at Volkswagen has, on many occasions, been described to offer an authoritarian type of leadership which was highly demanding and left no room for failure. This could be a key factor that could have led to the cheating as managers had to do all within their ability to please their former demanding CEO, Winterkorn. Prior to the scandal, the management at VW was described to be one in which questioning and criticising was discouraged (Blackwelder et al., 2016). This also provides a reason to have change implemented in the company to introduce a culture in which healthy debate and appropriate questioning is encouraged as an early detection technique. Before the exposure of the “cheat device,” no member of the company is reported to have questioned or criticised the company`s production system which indicates the presence of a dictatorial form of leadership in VW that requires change. There was a need to establish a decentralised form of leadership in VW that also focused on building strong relationships within the company as well as with its many stakeholders.

Practitioner-client relationship development

In this stage, as an OD practitioner, one should provide a programme that enhances their relationship with the client, the organisation. According to Brown (2010), the interpersonal relationships formation is much dependent upon an individual`s first expression. Various approaches to client-practitioner relationship exist. Some of these approaches are the client-centered and consultant-centered approaches. In a client-centered approach, the OD practitioner offers no expert knowledge regarding the issues but rather listens and reflects upon the perceptions and ideas of the members while providing clarification and interpretation of their behaviours and communication (Brown & Harvey, 2006). On the other hand, a consultant-centered approach involves playing the key role of an expert (Brown & Harvey, 2006). As such, the practitioner prescribes the possible changes while making recommendations on how their implementation should be done. In the case of VW, the consultant-centered approach seems the most suitable to help in making changes successful. As argued by Burke (2006), a practitioner-client relationship is fundamental for the success of change implementation due to the influence that a healthy relationship brings about. Thus, it should not be taken for granted but rather, OD practitioners should work towards establishing and maintaining a healthy relationship with the organisations. Some of the factors that help in the building of a good working relationship with clients as an OD practitioner include actively listening to them, extending common courtesies as well as getting feedback and monitoring (Burke, 2006). An OD practitioner`s conscious intent to help their client is also considered useful to a good practitioner-client relationship. From Hubbell`s (2004) approach it is important to discuss any concerns about a troubled relationship in order to have a smooth way forward. Hubbell (2004) further states that the building of a great practitioner-client relationship requires a broad range of approaches and skills. Among these skills is being able to help the client to achieve an early success, providing proper explanations for required actions, eliciting feedback from client and diverse intervention styles and modes (Hubbell, 2004). Further, Hubbell describes the professional-client relationship as an agreement, that is done voluntarily, between parties with the expectation of achieving some benefit. The client benefits by receiving some service to help them solve problems facing their organisation while, on the other hand, the practitioner receives an income for service provision. There are various client legal and ethical rights that are involved as well as concomitant obligations that a practitioner should fulfil. Some of the practitioner legal and ethical obligations include keeping promises and being honest (Weidner & Kulick, 2000). From Weidner and Kulick`s approach, OD practitioner-client relationship can be considered as a fiduciary one in which the organisation is expected to have trust in the practitioner, but also the client should retain significant authority and responsibility for any decisions about what happens to the organisation. In my approach at Volkswagen, my relationship with the company is based on mutual understanding. This understanding relationship between Volkswagen and me has developed through seeking proper clarification of the organisation`s nature and its current functioning. This has given me a perfect understanding of Volkswagen as an automaker as well as its operation which has put me in a better position to help in the formulation of an intervention for change. To further enhance my relationship with the organisation, I have looked into all the issues to be addressed which include all the factors that could have led to the scandal. By having a clear understanding of the client and their problems, a healthy relationship has been developed as I am much aware of what the organisation expects from me. Thus, by understanding my client and the issues they are undergoing in the company, I have chosen to take a consultant-centered approach thus suggesting changes and recommending how they should be implemented.

The diagnostic phase

This stage involves a collaborative gathering of data about the organisation between client and the OD practitioner. This serves as an important source of information regarding the system problems of the client. In this regard accurate, non-faulty and firm diagnosis is vital in order to prevent an ineffective change that could be costly. This process is very crucial as it provides an understanding of the organisation`s current functioning which provides a basis for designing interventions. Similar to the client-practitioner relationship, the diagnostic phase also has differing approaches. There is the problem-centered approach, and the solution focused approach. In the problem-focused approach, the practitioner aims to solve issues and problems through a close investigation into their causes and then determining the possible solutions to these challenges. On the other hand, a solution-focused approach takes into consideration the presenting problems then makes an effort to come up with a resolution by helping their client in the identification, construction, and implementation of solutions to the issues. According to Anderson (2004), the primary aim of the diagnostic phase is to provide the practitioner and the organisational leadership with appropriate information and data that serves as a reliable basis for decisions about the organisational development interventions that are applicable going forward. This phase gives me a chance to develop a profound organisational situation understanding, knowledge of VW`s issues as well as the company`s strengths in order to make my intervention a success. The diagnostic phase provides a stage from which my client can highlight what economic, capability and cultural shifts the company can make and how the variations can be achieved and rooted for the organisation`s sustainable performance. From Dosi, Nelson and Winter`s (2001) approach, the diagnostic phase of the OD cycle constitutes a chain of interventions whose intention is to connect and engage organisational shareholders in the anticipated change process. The interventions are also intended to launch the mental models examining process while providing a sense making and open communication forum. It is important to note that the diagnostic phase is not only a data-gathering stage but also a process of disturbance which should be well designed to spark questions among the stakeholders in relation to the organisation`s current reality hence making them to start thinking about the necessities. In the case of Volkswagen, I have chosen to take a problem-focused approach. This is because such an approach centers on problem reduction and looks at what my client is not doing right. Further, this approach tries to find ways of eliminating the detrimental weaknesses of the client, and the primary interest of the problem-focused approach is “why” the problem occurred (Carnevale, 2003). In this stage of the OD cycle, I have obtained Volkswagen`s current data pertaining to the company which will help in the diagnosis of its major issues and functioning. Fundamentally, the primary focus here is to identify the areas and parts that are not functioning well in the company. This type of information is critical to designing change interventions. My diagnosis is based on Volkswagen`s current and relevant data and results from joint participation between myself and executives from Volkswagen. To collect the required data, various methods and techniques have been used which include direct observations through meetings and individual interviews.

Action plan and strategy

After a brief and conclusive diagnosis of the issues facing Volkswagen, a number of casual relations and problem areas have been identified. The issues include a damaged image and reduced profits for the company. Consequently, a chain of activities, programmes and interventions is necessary to resolve the challenges and problems faced by the company.

Volkswagen`s management should give an apology quickly and express some sympathy with parties aggrieved

This will create an impression that the company`s leadership accepts its responsibility. In today`s world, there is enhanced transparency as a result of citizen journalists and vigilant media and thus efforts to hide transgression may prove futile. Legal considerations often inhibit responsibility acceptance (Lalonde, 2007). However, an organisation`s management is charged with the responsibility to evaluate the brand damage long-term effects against possibly shorter-term financial costs as a result of litigation that may be hard to prevent. Rhee and Valdez (2009) argue that it is better to communicate all the bad news quickly and all at one if possible. However, in this regard, Volkswagen did a mistake by covering other emissions which were discovered at a later time. Steady trickling of such information constantly reminds about the crisis and provokes negative brand perceptions. Thus transparency is crucial. According to Rhee, Mooweon and Hadwick (2011), an excellent damaged-brand repair strategy involves the initial step as being accountable for the actions and behaviour that caused the brand damage. The author adds that typically, audiences will accept the fact that people commit mistakes and sometimes may make a wrong choice. When a severe crisis occurs in an organisation, the leadership is expected to step up and speak out about the issues. In Volkswagen`s case, the then CEO resigned, and a new management stepped in. Crisis communication is vital as it helps consumers to make sense of the unfolding event and also serves as an affirmation that the management is fully dedicated to ensuring that such events are prevented from happening again. Further, if the information communication is made compelling enough, consumers may end up developing stronger brand attitudes than was the case before the occurrence of the crisis.

Support should be provided to all the VW customers affected by the incidence This may involve setting aside some resources to fund this exercise as well as the structural modification that needs to be done on the remaining cars that were fitted with the cheat device. This may prove important to ensuring that all the vehicles are safe for use. The company has already gone a step forward to ask its clients to exchange their affected cars with new ones. After managers acknowledging their wrongdoing they should launch a communication programme that will help in the repairing of their tarnished brand image and reputation. Studies on reputation damages have pointed out that it is fundamental for an organisation to work towards maintaining solid reputation platforms in which stakeholders and employees are united behind the shared vision of the company (Boshyk, 2002). This is a proposition that can be applied to Volkswagen in efforts to restore the auto maker`s tainted image and reputation. As stated by Allen and Montgomery (2001), it is important for any company first to initiate a commitment that is uncompromising to guaranteeing customers of product quality. This commitment can best be illustrated by supporting the affected customers in terms of vehicle swapping or structural modifications to meet the set environmental requirements and provide the customers with a more diverse selection.

Some managerial and cultural realignment should be done within Volkswagen

This will be key to introducing some behavioural changes to VW. Though a number of the top officials linked with the scandal has already been suspended, the investigations should be completed and all other officials involved in the scum made to face the law. A behavioural aspect of change will be achieved by abolishing the strict form of leadership that does not allow questioning and instead be replaced with one in which members of the company are free to air their views and concerns regarding various issues. Further, the employees in the company should be provided with a work environment that is motivating and secure to work in, while providing support to meet the expectations of investors in terms of stable earnings and good governance.

Corrective actions should be taken to reinforce the sympathy and apologetic words expressed at the initial stage of this process

Though apologetic words may play a crucial role, they may not necessarily be sufficient to solve the crisis at Volkswagen. It is necessary to have corrective actions as well. For instance, Volkswagen must engage in a number of activities related to actions and communication. The company should invest in new technology in relation to brand advertising while also engaging in public relation activities. A combination of these strategies will contribute significantly towards bolstering of Volkswagen`s tainted image. Technological aspects may be employed in the exercise by use of modern communication channels such as social media to make clarifications about any consumer misunderstandings. Volkswagen should make the best use of customer testimonials while the positive feedback from its influencers can contribute a lot towards boosting any problems associated with the company’s image. The company can also employ personal branding, social media marketing and public relations experts to help repair its brand image.

The company should set benchmarks and metrics

Benchmarking will help in setting milestones to be achieved while assessing the reputation repairing progress. Analysis of reputation is possible through feedbacks (Rhee, Mooweon & Hadwick, 2011). The company should be practically demonstrating its core values by aligning its actions and behaviour with the organisation`s vision, mission and objective. Personal authenticity, clarity, and accountability are cornerstones of any successful and effective personal brand programme (Rhee et al., 2011).

Evaluating and monitoring

Ones the OD programme has been implemented, what should follow is the monitoring of the results and stabilising the anticipated changes. According to Brown (2010), this stage involves assessing how effective the change strategies are effective in relation to the organisation’s stated objectives. A follow-up is essential to make sure that ones the problems and issues at Volkswagen are fixed and a change programme executed, then the company`s new behaviour is stabilised and internalised. According to Allen and Montgomery (2001) evaluating and monitoring involves carrying out an assessment of the extent to which an OD intervention has delivered the desired outcomes. The identification and agreement on the metrics to be used in this stage should have been done at an earlier stage before the intervention commenced. Monitoring and evaluation help to ensure that value is delivered to the company in realising sustainable organisational performance. The assessment and monitoring stage will involve establishing whether the intervention achieved its purpose and the required outcomes. These are the outcomes that were identified in the early stages of the Volkswagen`s change process. In the evaluation and monitoring stage, I recommend considering whether the desired outcomes were achievable within the given timescale, budget and resources that the organisation may have committed to the exercise. Other consideration that will be done during evaluation and monitoring include whether the metrics used were appropriate for the intervention at Volkswagen, whether effective methods, approaches, and tracking mechanisms were used to review the change progress as well as the actions necessary for the adjustment of the desired outcomes. Thus, the creation of ways to evaluate and monitor the planned changes until they attain stability is crucial. This is because, in every organisation, forces are ever increasing which tend to inhibit and reverse the changes implemented. Monitoring ensures that the changes are incorporated into the organisation` culture hence making it long lasting.

Conclusion

As demonstrated herein, performance gaps in a company can cost the firm a lot in terms to its market position and revenue. This has been illustrated by the example of Volkswagen, a company that was involved in an emissions cheating scandal. As a result, the company seriously suffered brand damage among other implications. However, it is evident that by applying Brown`s 5 stages model such a company can regain its position in the market and increase its revenue and profits again. Further, this study has been able to achieve its aim by providing a stepwise strategy of best practices that could be used to rectify the performance issue at Volkswagen.

Recommendations

A number of recommendations can be made with regard to the Volkswagen`s case. One of the recommendations is the company having an independent verification agency. While the company has an internal verification team that is tasked with examining vehicle emissions, Volkswagen should also partner with an independent verification agency in efforts to rebuild the trust of its customers. Another option, though quite unlikely, is to re-brand the company hence running it under a new name. If Volkswagen restarts under a new name, it will no longer have brand image issues to fight with.

References

Allen, R.S. and Montgomery, K.A., 2001. Applying an organizational development approach to creating diversity. Organizational Dynamics, 30(2), pp.149-161.

Boshyk, Y. ed., 2002. Action learning worldwide: Experiences of leadership and organizational development. Springer.

Bradford, D.L. and Burke, W.W. eds., 2005. Reinventing organization development: New approaches to change in organizations. John Wiley & Sons.

Brown, D. R. (2010). Organizational Development and Reinventing the Organization. Prentice Hall: Pearson Inc.

Cavico, F.J. and Mujtaba, B.G., 2016. Volkswagen Emissions Scandal: A Global Case Study of Legal, Ethical, and Practical Consequences and Recommendations for Sustainable Management. Global Journal of Research in Business & Management, 4(2), pp.303-311.

Egan, T.M. and Lancaster, C.M., 2005. Comparing appreciative inquiry to action research: OD practitioner perspectives. Organization Development Journal, 23(2), p.29.

Hubbell, L., 2004. Struggling with the issue of who the client is in organization development interventions. Leadership & Organization Development Journal, 25(5), pp.399-410.

Koplin, J., Seuring, S. and Mesterharm, M., 2007. Incorporating sustainability into supply management in the automotive industry–the case of the Volkswagen AG. Journal of Cleaner Production, 15(11), pp.1053-1062.

Lalonde, C., 2007. The potential contribution of the field of organizational development to crisis management. Journal of Contingencies and Crisis Management, 15(2), pp.95-104.

Onwuegbuzie, A.J. and Leech, N.L., 2005. On becoming a pragmatic researcher: The importance of combining quantitative and qualitative research methodologies. International journal of social research methodology, 8(5), pp.375-387.

Rhee, M.O.O.W.E.O.N. and Hadwick, R.J., 2011. Repairing damages to reputations: a relational and behavioral perspective. In R.J. Burke, C.L. Cooper and G. Martin eds.,, Corporate reputation: Managing opportunities and threats (pp. 131-154). Gower Farnham, England.

Weidner, C.K. and Kulick, O.A., 2000. The professionalization of organization development: A status report and look to the future. In Research in organizational change and development (pp. 319-371). Emerald Group Publishing Limited.