Session 9, Chikudate
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1. Toyota faced a major recall crisis in the United States in 2010 over complaints of unintended acceleration in its vehicles. 2. The author analyzes how Toyota failed at crisis communication despite its previous CSR communication efforts. 3. Pathologies within Toyota like "collective myopia" and "collective hyperopia" compounded the problem and led to inadequate initial responses to the crisis. Executives were arrogant and ignored external stakeholders.
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Toyota recall crisis: predicting corporate reputation from the news media
The document summarizes a study analyzing Toyota's corporate reputation during its major vehicle recall crisis from 2007-2010. [1] The study used an information trend model to predict public perception of Toyota's brand based on sentiment analysis of media coverage, finding high correlation (R^2 = 0.84) between negative media and declining brand perception. [2] Blogs (R^2 = 0.75) and newspapers (R^2 = 0.77) were also good predictors but AP newswire (R^2 = 0.82) and forums (R^2 = 0.79) performed slightly better. [3] The study aims to help understand how media impacts corporate reputation during a crisis to guide
The BP and Toyota cases concern companies that acted in ways that wo.docx
The BP and Toyota cases concern companies that acted in ways that would clearly cause harm to the public and/or the planet. To do so, individuals at many levels played a part. If you worked in the marketing department of BP or Toyota, explain your department’s responsibility related to these issues. You must use the text and at least one additional scholarly source.
Guided Response:
Review several of your peers’ posts. Respond to at least two of your peers and provide recommendations to extend their thinking. Challenge your peers by asking a question that may cause them to reevaluate their explanations. Provide examples that support your peers’ explanations or that provide a different perspective.
Respond
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week 5 discussion 1
Trudie Harris
12/3/2015 7:55:22 PM
For this discussion, I will take the role of an individual in Toyota’s marketing department. In all my years of lean manufacturing, Toyota has been the gold standard. When I heard about the gas pedal defect, I was in awe. Some have argued that the issue was caused by Toyota’s aggressive growth. They argue that their rapid growth has caused a drastic decline in quality. In 2005, Toyota recalled more vehicles than they produced (Connor, 2010). Perhaps, they got too big too fast.
Ultimately, there was a breakdown in the quality system and the supply chain. As part of the Toyota marketing team, my responsibility, in lieu of the recall, would be to instill confidence back in to the consumer. First, and foremost, I would need to ensure that an explanation is given to the public and to inform the public as to all steps necessary to prevent any reoccurrences. Unfortunately, in today’s world, many parts in the automotive industry are subcontracted to the lowest bidder. As a marketer, I would look at possible vertical integration of components or a more robust supply chain and quality system. It took Toyota decades to build their pristine reputation, but only a short time for them to lose it. It was not the gas pedal that was the problem, it was much more systemic.
The statistics following statistics are disappointing. One study shows that 57% of business college students and adults felt the way the Toyota leadership team handled the recall was disappointing or very poor. Only 18%, had confidence in Toyota at the time of the recall. However, only 13% felt that Toyota would not regain its prominence (Piotrowski, 2010). With these statistics, I would look at developing protocols on how to handle crisis situations.
Mistakes will happen. It is important that the leadership is prepared to handle these mistak.
Toyota case
This document provides background information on a master's dissertation conducted by Yuanyuan Feng at Halmstad University. The dissertation examines the Toyota crisis that began in late 2009 when Toyota recalled millions of vehicles globally due to unintended acceleration issues. The study aims to understand why the crisis occurred and how Toyota managed it. It also investigates Swedish consumers' perceptions of the Toyota brand following the crisis, with interviews of Toyota customers and other vehicle owners in Halmstad, Sweden. The literature review covers topics of corporate branding, reputation, and crisis management. The methodology describes the use of secondary data on the global crisis and primary data collection through interviews with a Toyota dealer and 21 Swedish consumers in Halmstad.
Toyota motors and CSR case study
Toyota Motors has a long history of corporate social responsibility practices dating back to the early 20th century. It established welfare programs for employees as early as 1917 and has consistently increased its social spending over time, allocating over 1.36 billion rupees in 1999-2000. As one of Pakistan's largest employers with around 200,000 employees, Toyota focuses on responsibilities to stakeholders like employees, shareholders, consumers, and the environment. While Toyota once sold cars primarily on reputation for quality and reliability, it now faces challenges with an aging lineup and damaged reputation following safety recalls, requiring a renewed focus on innovative design.
TOYOTA VEHICLES RECALL SAGA
The document analyzes Toyota's vehicle recalls from 2009-2010 that involved millions of vehicles worldwide due to safety issues. It discusses the impact on individuals, Toyota as an organization, and society. Key theories around capitalism and corporate social responsibility are also reviewed and their application to the situation is discussed. Recommendations are provided to help prevent such incidents from reoccurring and rebuild trust.
2011 04 Asia
The document discusses Japan's economic development following World War 2. It summarizes that Japan adopted an export-led growth model focused on manufacturing, with close cooperation between government bureaucracies, businesses, and the Liberal Democratic Party. This system emphasized economic growth over consumer interests and was highly successful in rebuilding Japan's economy.
CORPORATE SOCIAL RESPONSIBILITY.
The document discusses the concept of corporate social responsibility (CSR). It defines CSR as a company's commitment to operate in an economically, socially, and environmentally sustainable manner. The document outlines different approaches to and categories of CSR. It also discusses factors that encourage CSR adoption, benefits of CSR, and principles of CSR such as sustainability, accountability, and transparency. Planning for CSR implementation involves determining issues to address, selecting response strategies, and implementing plans. The conclusion emphasizes that proper CSR participation is important for an organization's survival since it relies on communities for resources.
Integrated Case Analysis Summary SonyI choose Sony as the organ.docx
Integrated Case Analysis Summary: Sony
I choose Sony as the organization for my Integrated Case Analysis. Sony Corporation is the electronics business unit and the parent company of the Sony Group, which is engaged in business through its four operating components–electronics (video games, network services and medical business), motion pictures, music and financial services. These make Sony one of the most comprehensive entertainment companies in the world. Sony's principal business operations include Sony Corporation, Sony Pictures Entertainment, Sony Interactive Entertainment, Sony Music Entertainment, Sony Mobile (formerly Sony Ericsson) and Sony Financial. Sony is among the Semiconductor sales leaders by year and as of 2013, the fourth-largest television manufacturer in the world, after Samsung Electronics, LG Electronics and TCL.
The human relations model. The relations in human production and life are called interpersonal or social relations. With the modem society into the information age, the accelerating expansion of human knowledge, all information is being constantly enriched and updated. So electronics industry is what people need.
Communication issues. Communication and coordination issues are important in software development, which will influence software productivity and usability. This is an important part for Sony especially in electronics.The assessment should explore any organizational communication issues, which often can be remedied by introducing more effective visual modeling techniques.
Intercultural. Intercultural communication refers to the contacts and exchanges of information across regions, countries and nations. Today, Sony Corporation has become a leading manufacturer of audio, video, game, communications, key device and information technology products for the consumer and professional markets. Globally, Sony has more than 140,000 employees and more than 100 subsidiaries.
Ethics. Ethics competence from management behavior that can help company set up ethical rule effectively and increase ethics competence.
Executive Summary
Founded in 1937, Toyota Motor Corporation is a Japanese company that engages in the design, manufacture, assembly, and Sale of passenger cars, minivans, commercial vehicles, and related parts and accessories primarily in Japan, North America, Europe, and Asia. Toyota Motor Corporation is the leading auto manufacturer and the eighth largest company in the world.
Introduction
Human relations activities are activities at Toyota that strengthen teamwork and communication by widening the circle of human interaction.as new plants were built, Toyota's workforce grew, and organizations became more hierarchical, the need emerged to conduct human relations activities not only in small groups but also on sectional, divisional, and plant-wide levels. One of Toyota's strengths, teamwork, was showing signs of decline. So Toyota revamped its human relations activities and launched its new human rela.
Recommended
Toyota recall crisis: predicting corporate reputation from the news media
The document summarizes a study analyzing Toyota's corporate reputation during its major vehicle recall crisis from 2007-2010. [1] The study used an information trend model to predict public perception of Toyota's brand based on sentiment analysis of media coverage, finding high correlation (R^2 = 0.84) between negative media and declining brand perception. [2] Blogs (R^2 = 0.75) and newspapers (R^2 = 0.77) were also good predictors but AP newswire (R^2 = 0.82) and forums (R^2 = 0.79) performed slightly better. [3] The study aims to help understand how media impacts corporate reputation during a crisis to guide
The BP and Toyota cases concern companies that acted in ways that wo.docx
The BP and Toyota cases concern companies that acted in ways that would clearly cause harm to the public and/or the planet. To do so, individuals at many levels played a part. If you worked in the marketing department of BP or Toyota, explain your department’s responsibility related to these issues. You must use the text and at least one additional scholarly source.
Guided Response:
Review several of your peers’ posts. Respond to at least two of your peers and provide recommendations to extend their thinking. Challenge your peers by asking a question that may cause them to reevaluate their explanations. Provide examples that support your peers’ explanations or that provide a different perspective.
Respond
This section lists options that can be used to view responses.
Expand All
Collapse All
Print View
Show Options
Hide Options
View Selected
View All
Responses
Responses are listed below in the following order: response, author and the date and time the response is posted.
[removed]
Sort by
Response
Sort by
Author
Sort by
Date/Time*
[removed] [removed] [removed]
[removed]
week 5 discussion 1
Trudie Harris
12/3/2015 7:55:22 PM
For this discussion, I will take the role of an individual in Toyota’s marketing department. In all my years of lean manufacturing, Toyota has been the gold standard. When I heard about the gas pedal defect, I was in awe. Some have argued that the issue was caused by Toyota’s aggressive growth. They argue that their rapid growth has caused a drastic decline in quality. In 2005, Toyota recalled more vehicles than they produced (Connor, 2010). Perhaps, they got too big too fast.
Ultimately, there was a breakdown in the quality system and the supply chain. As part of the Toyota marketing team, my responsibility, in lieu of the recall, would be to instill confidence back in to the consumer. First, and foremost, I would need to ensure that an explanation is given to the public and to inform the public as to all steps necessary to prevent any reoccurrences. Unfortunately, in today’s world, many parts in the automotive industry are subcontracted to the lowest bidder. As a marketer, I would look at possible vertical integration of components or a more robust supply chain and quality system. It took Toyota decades to build their pristine reputation, but only a short time for them to lose it. It was not the gas pedal that was the problem, it was much more systemic.
The statistics following statistics are disappointing. One study shows that 57% of business college students and adults felt the way the Toyota leadership team handled the recall was disappointing or very poor. Only 18%, had confidence in Toyota at the time of the recall. However, only 13% felt that Toyota would not regain its prominence (Piotrowski, 2010). With these statistics, I would look at developing protocols on how to handle crisis situations.
Mistakes will happen. It is important that the leadership is prepared to handle these mistak.
Toyota case
This document provides background information on a master's dissertation conducted by Yuanyuan Feng at Halmstad University. The dissertation examines the Toyota crisis that began in late 2009 when Toyota recalled millions of vehicles globally due to unintended acceleration issues. The study aims to understand why the crisis occurred and how Toyota managed it. It also investigates Swedish consumers' perceptions of the Toyota brand following the crisis, with interviews of Toyota customers and other vehicle owners in Halmstad, Sweden. The literature review covers topics of corporate branding, reputation, and crisis management. The methodology describes the use of secondary data on the global crisis and primary data collection through interviews with a Toyota dealer and 21 Swedish consumers in Halmstad.
Toyota motors and CSR case study
Toyota Motors has a long history of corporate social responsibility practices dating back to the early 20th century. It established welfare programs for employees as early as 1917 and has consistently increased its social spending over time, allocating over 1.36 billion rupees in 1999-2000. As one of Pakistan's largest employers with around 200,000 employees, Toyota focuses on responsibilities to stakeholders like employees, shareholders, consumers, and the environment. While Toyota once sold cars primarily on reputation for quality and reliability, it now faces challenges with an aging lineup and damaged reputation following safety recalls, requiring a renewed focus on innovative design.
TOYOTA VEHICLES RECALL SAGA
The document analyzes Toyota's vehicle recalls from 2009-2010 that involved millions of vehicles worldwide due to safety issues. It discusses the impact on individuals, Toyota as an organization, and society. Key theories around capitalism and corporate social responsibility are also reviewed and their application to the situation is discussed. Recommendations are provided to help prevent such incidents from reoccurring and rebuild trust.
2011 04 Asia
The document discusses Japan's economic development following World War 2. It summarizes that Japan adopted an export-led growth model focused on manufacturing, with close cooperation between government bureaucracies, businesses, and the Liberal Democratic Party. This system emphasized economic growth over consumer interests and was highly successful in rebuilding Japan's economy.
CORPORATE SOCIAL RESPONSIBILITY.
The document discusses the concept of corporate social responsibility (CSR). It defines CSR as a company's commitment to operate in an economically, socially, and environmentally sustainable manner. The document outlines different approaches to and categories of CSR. It also discusses factors that encourage CSR adoption, benefits of CSR, and principles of CSR such as sustainability, accountability, and transparency. Planning for CSR implementation involves determining issues to address, selecting response strategies, and implementing plans. The conclusion emphasizes that proper CSR participation is important for an organization's survival since it relies on communities for resources.
Integrated Case Analysis Summary SonyI choose Sony as the organ.docx
Integrated Case Analysis Summary: Sony
I choose Sony as the organization for my Integrated Case Analysis. Sony Corporation is the electronics business unit and the parent company of the Sony Group, which is engaged in business through its four operating components–electronics (video games, network services and medical business), motion pictures, music and financial services. These make Sony one of the most comprehensive entertainment companies in the world. Sony's principal business operations include Sony Corporation, Sony Pictures Entertainment, Sony Interactive Entertainment, Sony Music Entertainment, Sony Mobile (formerly Sony Ericsson) and Sony Financial. Sony is among the Semiconductor sales leaders by year and as of 2013, the fourth-largest television manufacturer in the world, after Samsung Electronics, LG Electronics and TCL.
The human relations model. The relations in human production and life are called interpersonal or social relations. With the modem society into the information age, the accelerating expansion of human knowledge, all information is being constantly enriched and updated. So electronics industry is what people need.
Communication issues. Communication and coordination issues are important in software development, which will influence software productivity and usability. This is an important part for Sony especially in electronics.The assessment should explore any organizational communication issues, which often can be remedied by introducing more effective visual modeling techniques.
Intercultural. Intercultural communication refers to the contacts and exchanges of information across regions, countries and nations. Today, Sony Corporation has become a leading manufacturer of audio, video, game, communications, key device and information technology products for the consumer and professional markets. Globally, Sony has more than 140,000 employees and more than 100 subsidiaries.
Ethics. Ethics competence from management behavior that can help company set up ethical rule effectively and increase ethics competence.
Executive Summary
Founded in 1937, Toyota Motor Corporation is a Japanese company that engages in the design, manufacture, assembly, and Sale of passenger cars, minivans, commercial vehicles, and related parts and accessories primarily in Japan, North America, Europe, and Asia. Toyota Motor Corporation is the leading auto manufacturer and the eighth largest company in the world.
Introduction
Human relations activities are activities at Toyota that strengthen teamwork and communication by widening the circle of human interaction.as new plants were built, Toyota's workforce grew, and organizations became more hierarchical, the need emerged to conduct human relations activities not only in small groups but also on sectional, divisional, and plant-wide levels. One of Toyota's strengths, teamwork, was showing signs of decline. So Toyota revamped its human relations activities and launched its new human rela.
Asian Academy of Management Journal, Vol. 18, No. 1, 1 –17, 20.docx
Asian Academy of Management Journal, Vol. 18, No. 1, 1 –17, 2013
© Asian Academy of Management and Penerbit Universiti Sains Malaysia, 2013
CHALLENGES TO TOYOTA CAUSED BY RECALL
PROBLEMS, SOCIAL NETWORKS AND DIGITISATION
Jay Rajasekera
International University of Japan
Graduate School of International Management
Minamiuonuma City, Niigata, Japan 949-7277
E-mail: [email protected]
ABSTRACT
The recent recall problems that shook Toyota raised questions about the company's
openness with the public. Media attention and the intervention by governments in
Toyota's largest markets in North America, Europe, China, and Japan kept Toyota's
management in the spotlight. The crisis also exposed the power of social media. Although
authoritarian regimes can control social media, public companies cannot. They have to
live with it by either countering effectively when a crisis begins to brew or suffering the
consequences when it grows out of proportion. If Toyota manages social media
strategically, can it overcome the recall debacle and protect the reputation it has built
over decades as the top-quality automaker in the world? What challenges does the
increasingly digitalised auto industry present to Toyota? These are the main subjects of
this paper.
Keywords: social media, crisis management, Toyota, recall, social networks, Facebook,
Twitter, digitisation
INTRODUCTION
Social media, including social networking sites (SNS) such as Facebook and
Twitter, have added new meaning to the spread of news and information.
Whereas traditional information channels, such as newspapers, radios and TV, are
one-way mediums, the dawn of the Internet and social media has made
communication a two-way medium. The lack of official control, supervision and
regulation has fuelled a social media frenzy, which has proven to be an effective
method of rallying crowds for any significant (or even insignificant) issue.
The recent bans on Facebook and other types of social media by certain
governments are proof that social media cannot be ignored. Although
authoritarian governments can resort to such drastic methods, public corporations
cannot afford to do so. Corporations have no other option than to live with social
media phenomena, either countering them effectively when a crisis begins to
brew or suffering the consequences when it grows out of proportion.
Jay Rajasekera
2
In this context, it is interesting to explore how recall-troubled Toyota has handled
social media and what options are available for Toyota to prevent the situation
from going out of control and harming the worldwide reputation as a top-quality
automaker that the company has worked for decades to develop.
Toyota's recall exposed some "digitisation" in the automobile industry as well.
Digital technology in the music and video industries and its exploitation by Apple
in the Internet and social media essentially pushed Sony, an old industry
h.
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Toyota faced a major crisis from 2009-2010 due to a series of recalls that damaged its reputation for quality and safety. The company took three key steps to recover:
1) Improving communication with customers and dealers to rebuild trust.
2) Empowering regional operations to quickly solve quality issues.
3) Clarifying the company's vision and brand strategy with a renewed focus on exceeding customer expectations.
By prioritizing quality improvements, maintaining open communication, and empowering regional autonomy, Toyota was able to recover its brand value and global market position within four years.
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Business environment:the definition of business environment, “the sum total of all individuals, institutions and other forces(like suppliers, competitors, consumer groups, media, government, customers, economic conditions, market conditions, investors, technologies, trends) that are outside the control of a business enterprise but the business still depends upon them as they affect the overall performance and sustainability of the business.”For business we need…..
• Finance
• Social norms
• Proper market conditions
• The sale of products/services
• The labour
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• Legal support
Concept of business:
• Profit concept of business
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Toyota faced a major recall crisis in late 2009 when unintended acceleration issues led to deaths and injuries. As the crisis escalated, Toyota was criticized for not sharing diagnostic data and for being slow to investigate problems with electronic throttles and brakes. By the time Toyota's president apologized to Congress, the company's stock had dropped 12%. The document then provides recommendations for how Toyota could improve its communications strategy to rebuild trust, including re-launching recalls with added safety measures, offering promotional discounts, using the president as a single clear voice, and emphasizing open communication.
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Chapter One Discussion Questions1. Do you agree with the logic .docx
Chapter One
Discussion Questions
1. Do you agree with the "logic of collective action"? Do you think that people have nothing to gain by joining interest groups? What do you think people get from participating in interest groups like the Sierra Club or the National Rifle Association?
2. How much government intrusino into daily life is acceptable? Is the reduction of personal freedom worth the benefits that the policy provides to society? What kinds of policies are acceptable and unacceptable in the United States? Is this the same in other nations? Consider these questions in relation to the Affordable Care Act of 2010 that mandates individual purchase of health care insurance, or proposals to regulate the use of cell phones by drivers.
3. Of the various evaluative criteria discussed in the chapter, effectiveness and efficiency are most often discussed. Why is equity not considered as often? For what types of policy issues should equity be a primary concern? Using these examples, how would you evaluate equity concerns?
4. The federal government inserted itself directly and massively into the economy during the economic crises of 2008 and 2009, largely by trying to bail out or rescue corporations at risk of failure, including many banks and other financial institutions and the U.S. auto industry. Discuss the economic, political, and moral reasons behind the govrnment's decision to do this. How has this debate changed in 2012?
.
2 Stakeholders and Stakeholder AnalysisKaisorniStockThin.docx
2 Stakeholders and Stakeholder Analysis
Kaisorn/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to:
1. Explain the idea of corporate stakeholders.
2. Analyze social and stakeholder networks.
3. Apply a stakeholder analysis to a corporate environment and apply the steps to initiate stakeholder
dialogue.
4. Describe the significance of deontological ethics and utilitarian ethics corporate collaborations.
© 2016 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Section 2.1Identifying Stakeholders
Pretest Questions
1. A shareholder and a stakeholder are the same thing. T/F
2. Social networks are static. T/F
3. Dialogue is a way to create new and useable information. T/F
4. “Seek the greatest good for the greatest number of people” is a good way to sum up the
guiding philosophy behind deontological ethics. T/F
Answers can be found at the end of the chapter.
Introduction
Chapter 1 discussed the importance of building sustainable corporations. Running a socially
responsible organization requires multiple people in the organization to work toward this
goal. The word corps means a body of people engaged in a collective action. But who consti-
tutes the “corps” in corporation? Achieving sustainability involves understanding the “who”
of corporations—the human beings who work within them and help determine their work
culture and behavior patterns.
Achieving corporate sustainability also requires identifying opportunities and problems and
turning to corporate actors (and outsiders) to help address them. Most corporate systems
are incredibly large and complex, and they involve a lot of people. Reasonable boundaries
are needed to delineate the responsibilities of leaders, managers, and employees. We need to
define who is closest to an issue and who is responsible for generating solutions to problems.
In order to understand the corporate system and its characteristics, one must first define the
system. Social network theory helps categorize people in and around a corporate system (the
stakeholders of the firm) and how they relate to each other and the organization.
This chapter discusses categories and types of stakeholders and social network theory. In the
modern context, businesses use electronic media to create social networks of people who are
connected in some way to the firm and its employees. This chapter also explores how individ-
uals can map more personal social networks. Networks can help people achieve goals, which
makes them powerful and gives those who direct and control them power, too. With that
in mind, this chapter also explores the idea of power and the difference between individual
and emergent power. Understanding social networks involves understanding where power
and responsibility rest—as well as where socially responsible actions can have the greatest
impact. The final section of the chapter examines how to run a formal stake ...
Keynote Andrew Crane
This document discusses opportunities for research on corporate social responsibility (CSR) communication. It identifies four areas or "4i's" of CSR communication research: (1) internal CSR integration, (2) external CSR interpretation, (3) CSR identity, and (4) CSR image. For each area, it outlines challenges and opportunities for exploring how communication shapes and is shaped by CSR programs and concepts. The document argues that CSR communication research could provide insights into how communication facilitates organizational sensemaking, stakeholder engagement, and the discursive construction of CSR.
Keynote Mette Morsing
The document discusses the increasing pressures and expectations for corporations to communicate their CSR policies, actions, and impacts. It notes that while much research has analyzed CSR communication through various lenses like advertising, reports, and media coverage, less research has explored how communication helps institutionalize new behaviors within organizations or shape their relations with stakeholders. The document argues that research on CSR communication often assumes words and actions must be consistent, but some gap may be productive for flexibility. It maps various themes and approaches within the interdisciplinary field of CSR communication research.
Session 1, Pomering, Johnson & Noble
This document summarizes a study that investigated how two message variables - social topic information and CSR commitment information - influence the effectiveness of CSR advertising. The study found that providing more specific CSR commitment information in ads (rather than just general policy information) significantly reduced consumer skepticism of the ads. However, including social topic information did not significantly interact with commitment information to further reduce skepticism as was hypothesized. The results suggest that consumer skepticism of CSR ads can be inhibited by including more detailed messaging about a company's CSR initiatives and impacts.
Session 1, Farache
The document summarizes a research study that analyzed six corporate social responsibility (CSR) advertisement campaigns from the UK and Brazil to determine the level of substantial information provided and association with third parties. The main findings were that most advertisements provided low amounts of substantial information about investments and impacts. Only two campaigns provided high levels of detail. Half of the companies disclosed partnerships with other organizations. The conclusions were that the advertisements did little to address skepticism about CSR claims and transparency could be improved to increase credibility.
Session 1, Van der Rijt, Hoeken & Kardol
This document discusses the strategic nature of corporate social responsibility and the role of communication. It describes how philanthropy can improve a company's reputation and attractiveness while also benefiting society. However, the level of communication and control around philanthropic activities indicates whether the motivation is truly altruistic or egocentric. High levels of communication and message control, like sponsoring, suggest a more strategic motivation whereas low levels, like anonymous donations, are less strategic in nature.
Session 2, Etter & Morsing
The document discusses barriers to dialogue and CSR communication in social media. It analyzes interviews with managers at a pharmaceutical company about launching a CSR Twitter account. Key barriers identified include unfamiliarity with social media, managerial scepticism of outcomes on new platforms, restrictive internal guidelines, and limited resources. These barriers negatively impact principles of building online relationships like keeping communication useful, frequent, conversational, and committed. The conclusion emphasizes looking at organizational aspects and developing capabilities for social media communication.
Session 2, Morsing & Eriksen
Vattenfall launched a social media campaign to increase dialogue on climate change but it did not achieve the expected results. Stakeholders criticized the campaign as "greenwashing" and responses became repetitive arguments without understanding differing positions. While social media aims to advance stakeholder dialogue, it also risks negative effects as criticism can escalate, challenging assumptions that it facilitates open communication.
Session 2, Lee & Holladay
This study examined how Fortune 100 companies use social media platforms like Facebook, Twitter and YouTube to promote their corporate philanthropy efforts. The researchers analyzed links from company homepages and reported philanthropic activities on each platform. They found most companies provided access to at least one social media platform, with Twitter used most often. The most frequently reported philanthropic activities were cash donations, product donations and donations of services. The study provides a foundation for further research on using social media for corporate social responsibility communication and managing promotional backlash.
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Asian Academy of Management Journal, Vol. 18, No. 1, 1 –17, 20.docx
Asian Academy of Management Journal, Vol. 18, No. 1, 1 –17, 2013
© Asian Academy of Management and Penerbit Universiti Sains Malaysia, 2013
CHALLENGES TO TOYOTA CAUSED BY RECALL
PROBLEMS, SOCIAL NETWORKS AND DIGITISATION
Jay Rajasekera
International University of Japan
Graduate School of International Management
Minamiuonuma City, Niigata, Japan 949-7277
E-mail: [email protected]
ABSTRACT
The recent recall problems that shook Toyota raised questions about the company's
openness with the public. Media attention and the intervention by governments in
Toyota's largest markets in North America, Europe, China, and Japan kept Toyota's
management in the spotlight. The crisis also exposed the power of social media. Although
authoritarian regimes can control social media, public companies cannot. They have to
live with it by either countering effectively when a crisis begins to brew or suffering the
consequences when it grows out of proportion. If Toyota manages social media
strategically, can it overcome the recall debacle and protect the reputation it has built
over decades as the top-quality automaker in the world? What challenges does the
increasingly digitalised auto industry present to Toyota? These are the main subjects of
this paper.
Keywords: social media, crisis management, Toyota, recall, social networks, Facebook,
Twitter, digitisation
INTRODUCTION
Social media, including social networking sites (SNS) such as Facebook and
Twitter, have added new meaning to the spread of news and information.
Whereas traditional information channels, such as newspapers, radios and TV, are
one-way mediums, the dawn of the Internet and social media has made
communication a two-way medium. The lack of official control, supervision and
regulation has fuelled a social media frenzy, which has proven to be an effective
method of rallying crowds for any significant (or even insignificant) issue.
The recent bans on Facebook and other types of social media by certain
governments are proof that social media cannot be ignored. Although
authoritarian governments can resort to such drastic methods, public corporations
cannot afford to do so. Corporations have no other option than to live with social
media phenomena, either countering them effectively when a crisis begins to
brew or suffering the consequences when it grows out of proportion.
Jay Rajasekera
2
In this context, it is interesting to explore how recall-troubled Toyota has handled
social media and what options are available for Toyota to prevent the situation
from going out of control and harming the worldwide reputation as a top-quality
automaker that the company has worked for decades to develop.
Toyota's recall exposed some "digitisation" in the automobile industry as well.
Digital technology in the music and video industries and its exploitation by Apple
in the Internet and social media essentially pushed Sony, an old industry
h.
Alitalia S Crisis In The Media A Situational Analysis
This document analyzes Alitalia's crisis communication response strategies (CRSs) during three periods in 2008 and how they were framed in Italian and international newspapers. It finds that both Alitalia and the Italian government focused on corrective action in their press releases, though the government used more excuse strategies later on. International newspapers generally aligned with the press releases, while Italian papers used other frames. The study aims to understand Alitalia and the government's media approaches and examine differences in strategies between political administrations and between official and news media responses.
1.As a critical thinker I stage I am at is in stage 1-2 around the.docx
Toyota faced a major crisis from 2009-2010 due to a series of recalls that damaged its reputation for quality and safety. The company took three key steps to recover:
1) Improving communication with customers and dealers to rebuild trust.
2) Empowering regional operations to quickly solve quality issues.
3) Clarifying the company's vision and brand strategy with a renewed focus on exceeding customer expectations.
By prioritizing quality improvements, maintaining open communication, and empowering regional autonomy, Toyota was able to recover its brand value and global market position within four years.
Business environment
Business environment:the definition of business environment, “the sum total of all individuals, institutions and other forces(like suppliers, competitors, consumer groups, media, government, customers, economic conditions, market conditions, investors, technologies, trends) that are outside the control of a business enterprise but the business still depends upon them as they affect the overall performance and sustainability of the business.”For business we need…..
• Finance
• Social norms
• Proper market conditions
• The sale of products/services
• The labour
• Natural resources and raw material
• Legal support
Concept of business:
• Profit concept of business
• Profit –cum-service concept of business
Importance of business environment:
• Identifying firm’s strength and weakness:
• Determining opportunities and threats:
• Giving direction for growth:
• Continuous learning:
• Meeting competition:
aijaz ahmed toyota motors recall crisis case-study
Toyota faced a major recall crisis in late 2009 when unintended acceleration issues led to deaths and injuries. As the crisis escalated, Toyota was criticized for not sharing diagnostic data and for being slow to investigate problems with electronic throttles and brakes. By the time Toyota's president apologized to Congress, the company's stock had dropped 12%. The document then provides recommendations for how Toyota could improve its communications strategy to rebuild trust, including re-launching recalls with added safety measures, offering promotional discounts, using the president as a single clear voice, and emphasizing open communication.
PPT - Online Fast Essays Writing Service PowerPoint Presentation,
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2010 Crisis Communication Analysis
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Argument Essay On Social Media. Amazing Social Media Argumentative Essay Tha...
How To Write An Argumentative Essay On Social Media.pdf | DocDroid. Social Media Essay Example - 013 Largepreview Pros And Cons Of Social .... argumentative essay | Social Media | Popular Culture & Media Studies.
21112333 the-marketing-environment
The marketing environment consists of internal and external factors. The micro environment includes controllable factors like customers, competitors, and suppliers. The macro environment includes uncontrollable PEST factors - political, economic, social, and technological forces. The document outlines each of these factors in detail and how they must be considered in marketing strategy and planning. It emphasizes that understanding both the micro and macro environments is essential for organizations to effectively compete in the marketplace.
Social responsibility in the textile and clothing industry
A small presentation aiming at showing major problems that affect the clothing and textile industry everyday, since many should be more aware on the social impact of these issues.
micro economic factors of business environment
A business is affected by various internal and external factors that can be divided into micro and macro environmental factors. Micro factors include customers, suppliers, competitors, public groups, and market intermediaries that are close to the company and can be controlled by management. Macro factors refer to broader sociopolitical and economic conditions in the country that are beyond any single company's control. A business must understand and adapt to changes in both its micro and macro environments to succeed.
MS&L/Linkfluence Thinkpiece
Banks and financial institutions are widely seen as reckless and disconnected from reality for their role in causing the global financial crisis according to a media and data review. They are criticized for a continued lack of transparency and oversight. While some individuals are trusted to help economies recover, CEOs are not trusted. Governments are also blamed for failing to properly regulate banks. To rebuild trust, banks need to focus on transparency, sustainability, accountability and returning value to their communities rather than just shareholders.
Chapter One Discussion Questions1. Do you agree with the logic .docx
Chapter One
Discussion Questions
1. Do you agree with the "logic of collective action"? Do you think that people have nothing to gain by joining interest groups? What do you think people get from participating in interest groups like the Sierra Club or the National Rifle Association?
2. How much government intrusino into daily life is acceptable? Is the reduction of personal freedom worth the benefits that the policy provides to society? What kinds of policies are acceptable and unacceptable in the United States? Is this the same in other nations? Consider these questions in relation to the Affordable Care Act of 2010 that mandates individual purchase of health care insurance, or proposals to regulate the use of cell phones by drivers.
3. Of the various evaluative criteria discussed in the chapter, effectiveness and efficiency are most often discussed. Why is equity not considered as often? For what types of policy issues should equity be a primary concern? Using these examples, how would you evaluate equity concerns?
4. The federal government inserted itself directly and massively into the economy during the economic crises of 2008 and 2009, largely by trying to bail out or rescue corporations at risk of failure, including many banks and other financial institutions and the U.S. auto industry. Discuss the economic, political, and moral reasons behind the govrnment's decision to do this. How has this debate changed in 2012?
.
2 Stakeholders and Stakeholder AnalysisKaisorniStockThin.docx
2 Stakeholders and Stakeholder Analysis
Kaisorn/iStock/Thinkstock
Learning Objectives
After reading this chapter, you should be able to:
1. Explain the idea of corporate stakeholders.
2. Analyze social and stakeholder networks.
3. Apply a stakeholder analysis to a corporate environment and apply the steps to initiate stakeholder
dialogue.
4. Describe the significance of deontological ethics and utilitarian ethics corporate collaborations.
© 2016 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution.
Section 2.1Identifying Stakeholders
Pretest Questions
1. A shareholder and a stakeholder are the same thing. T/F
2. Social networks are static. T/F
3. Dialogue is a way to create new and useable information. T/F
4. “Seek the greatest good for the greatest number of people” is a good way to sum up the
guiding philosophy behind deontological ethics. T/F
Answers can be found at the end of the chapter.
Introduction
Chapter 1 discussed the importance of building sustainable corporations. Running a socially
responsible organization requires multiple people in the organization to work toward this
goal. The word corps means a body of people engaged in a collective action. But who consti-
tutes the “corps” in corporation? Achieving sustainability involves understanding the “who”
of corporations—the human beings who work within them and help determine their work
culture and behavior patterns.
Achieving corporate sustainability also requires identifying opportunities and problems and
turning to corporate actors (and outsiders) to help address them. Most corporate systems
are incredibly large and complex, and they involve a lot of people. Reasonable boundaries
are needed to delineate the responsibilities of leaders, managers, and employees. We need to
define who is closest to an issue and who is responsible for generating solutions to problems.
In order to understand the corporate system and its characteristics, one must first define the
system. Social network theory helps categorize people in and around a corporate system (the
stakeholders of the firm) and how they relate to each other and the organization.
This chapter discusses categories and types of stakeholders and social network theory. In the
modern context, businesses use electronic media to create social networks of people who are
connected in some way to the firm and its employees. This chapter also explores how individ-
uals can map more personal social networks. Networks can help people achieve goals, which
makes them powerful and gives those who direct and control them power, too. With that
in mind, this chapter also explores the idea of power and the difference between individual
and emergent power. Understanding social networks involves understanding where power
and responsibility rest—as well as where socially responsible actions can have the greatest
impact. The final section of the chapter examines how to run a formal stake ...
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Keynote Andrew Crane
This document discusses opportunities for research on corporate social responsibility (CSR) communication. It identifies four areas or "4i's" of CSR communication research: (1) internal CSR integration, (2) external CSR interpretation, (3) CSR identity, and (4) CSR image. For each area, it outlines challenges and opportunities for exploring how communication shapes and is shaped by CSR programs and concepts. The document argues that CSR communication research could provide insights into how communication facilitates organizational sensemaking, stakeholder engagement, and the discursive construction of CSR.
Keynote Mette Morsing
The document discusses the increasing pressures and expectations for corporations to communicate their CSR policies, actions, and impacts. It notes that while much research has analyzed CSR communication through various lenses like advertising, reports, and media coverage, less research has explored how communication helps institutionalize new behaviors within organizations or shape their relations with stakeholders. The document argues that research on CSR communication often assumes words and actions must be consistent, but some gap may be productive for flexibility. It maps various themes and approaches within the interdisciplinary field of CSR communication research.
Session 1, Pomering, Johnson & Noble
This document summarizes a study that investigated how two message variables - social topic information and CSR commitment information - influence the effectiveness of CSR advertising. The study found that providing more specific CSR commitment information in ads (rather than just general policy information) significantly reduced consumer skepticism of the ads. However, including social topic information did not significantly interact with commitment information to further reduce skepticism as was hypothesized. The results suggest that consumer skepticism of CSR ads can be inhibited by including more detailed messaging about a company's CSR initiatives and impacts.
Session 1, Farache
The document summarizes a research study that analyzed six corporate social responsibility (CSR) advertisement campaigns from the UK and Brazil to determine the level of substantial information provided and association with third parties. The main findings were that most advertisements provided low amounts of substantial information about investments and impacts. Only two campaigns provided high levels of detail. Half of the companies disclosed partnerships with other organizations. The conclusions were that the advertisements did little to address skepticism about CSR claims and transparency could be improved to increase credibility.
Session 1, Van der Rijt, Hoeken & Kardol
This document discusses the strategic nature of corporate social responsibility and the role of communication. It describes how philanthropy can improve a company's reputation and attractiveness while also benefiting society. However, the level of communication and control around philanthropic activities indicates whether the motivation is truly altruistic or egocentric. High levels of communication and message control, like sponsoring, suggest a more strategic motivation whereas low levels, like anonymous donations, are less strategic in nature.
Session 2, Etter & Morsing
The document discusses barriers to dialogue and CSR communication in social media. It analyzes interviews with managers at a pharmaceutical company about launching a CSR Twitter account. Key barriers identified include unfamiliarity with social media, managerial scepticism of outcomes on new platforms, restrictive internal guidelines, and limited resources. These barriers negatively impact principles of building online relationships like keeping communication useful, frequent, conversational, and committed. The conclusion emphasizes looking at organizational aspects and developing capabilities for social media communication.
Session 2, Morsing & Eriksen
Vattenfall launched a social media campaign to increase dialogue on climate change but it did not achieve the expected results. Stakeholders criticized the campaign as "greenwashing" and responses became repetitive arguments without understanding differing positions. While social media aims to advance stakeholder dialogue, it also risks negative effects as criticism can escalate, challenging assumptions that it facilitates open communication.
Session 2, Lee & Holladay
This study examined how Fortune 100 companies use social media platforms like Facebook, Twitter and YouTube to promote their corporate philanthropy efforts. The researchers analyzed links from company homepages and reported philanthropic activities on each platform. They found most companies provided access to at least one social media platform, with Twitter used most often. The most frequently reported philanthropic activities were cash donations, product donations and donations of services. The study provides a foundation for further research on using social media for corporate social responsibility communication and managing promotional backlash.
Session 2, Tench & Jones
This document discusses how businesses must manage their corporate social responsibility (CSR) messages in the unregulated environment of social media. It argues that value is created through co-creating messages with stakeholders. While social media allows for greater participation and collaboration, it also poses challenges as audiences can now generate and spread content. The document examines survey findings on how communication professionals are adopting tools and strategies to navigate social media's "Wild West".
Session 3, de Vries
1) An experiment conducted by researchers at Leiden University examined how communicated motives for corporate social responsibility investments affected perceptions of greenwashing for an energy company.
2) When the company communicated an environmental/CSR motive for investing in carbon capture technology, it led to higher perceptions of strategic behavior and greenwashing than just providing background information.
3) However, communicating an economic motive for the investment decreased perceptions of greenwashing and strategic behavior compared to a CSR motive. This was because a CSR motive led to suspicions of purely strategic rather than sincere intentions.
Session 3, Steenhuis & Elving
This study examined the role of skepticism towards food labels and its influence on buying intention. It hypothesized that greater knowledge and appreciation of a label would decrease skepticism, while increased skepticism would negatively influence buying intention. An online survey of 140 Dutch respondents about the "I make conscious choices" label found that most were familiar with it but few knew its true industry origin. Results confirmed that greater appreciation decreased skepticism and skepticism influenced buying intention. When respondents learned the label's industry origin, skepticism and negative evaluations increased. The study concludes the label may be misleading and organizations should be cautious adopting such labels for marketing purposes.
Session 3, Bowers
The document discusses three types of corporate social responsibility (CSR) interface designs found on company websites. Type 1 resembles printed pages with text-heavy content. Type 2 adds a table of contents for navigation but still emphasizes content over structure. Type 3 incorporates cinematic techniques to tell a company's CSR story through visualization rather than text. The researcher argues these designs do not effectively convey a clear CSR identity and calls for alternative interfaces that merge navigation and content through visual storytelling.
Session 3, de Bruijn & Elving
1. The document reports on research into whether brand associations can transfer through an endorsement strategy.
2. It used an implicit association test to measure unconscious attitudes towards L'Oreal, which has a questionable reputation for animal testing, and The Body Shop, which has a more sustainable image.
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Session 4, Jarolimek
Dr. Stefan Jarolimek presented a framework for measuring CSR communication through a multi-case study approach. The study would analyze cultural factors like national culture, industry culture, and organizational culture that influence CSR communication. It would examine the self-image organizations project through their own CSR communications and websites. It would also analyze the public image of organizations as portrayed in media coverage. Comparing self-image and public image data across different countries, industries and organizations could provide insights into CSR communication and its relevance for communication research.
Session 4, Parani
The document discusses community development strategies of PT Freeport Indonesia and PT Total Exploration and Production Indonesie. It finds that while both companies implemented comprehensive programs, PT Total saw more success by thoroughly consulting communities, understanding their needs, and gaining stakeholder participation and media support, while PT Freeport failed to properly analyze the social environment. The key to effective strategies is involving stakeholders, addressing community needs, and building mutual benefit between corporations and communities.
Session 5, Van Loo
Companies must practice corporate social responsibility (CSR) in their own operations and educate stakeholders about CSR. CSR requires a double learning process, with companies implementing CSR policies internally and consumers learning how to engage with CSR efforts. Examples include educating consumers about the environmental impacts of using products and engaging the public in a campaign promoting Dutch greenhouse farmers while teaching about their CSR practices. Effective CSR communication keeps messages simple while being transparent, building legitimacy, and involving stakeholders.
Session 5, Ellerup Nielsen & Thomsen
This document provides a summary of a literature review on CSR communication research from a management and marketing perspective. It examines 49 articles focusing on conceptualizing CSR communication and how it can add value for stakeholders. It finds that the field is emerging but marketing approaches dominate, and research often takes a functionalist perspective. There is increased research on strategic and operational CSR communication and country/industry impacts. However, companies still tend not to take a proactive, stakeholder-oriented approach to CSR communication. Stronger theoretical anchoring is also needed.
Session 5, Coombs & Holladay
This document summarizes a presentation given at an international CSR communication conference in Amsterdam. The presentation discusses the concept of a "pseudo-panopticon" where companies claim their CSR activities are transparent due to fear of discovery online, but this actually creates a false sense of security. While companies use CSR to boost reputations, stakeholders are unlikely to question claims and perceive the internet and watchdogs as effective monitors, even though corporate control of disclosure persists. Future research questions are posed about stakeholder beliefs in verification and transparency of CSR information.
Session 5, Faber-Wiener
The document discusses responsible communication (RC), a new approach to communicating social and ethical issues. RC is based on inclusion, critical self-assessment, ethics, and discourse. It differs from traditional CSR communication by integrating these principles into all levels of management decision-making, processes, and external communication. Implementing RC requires changes to organizational structure and decision-making processes. Potential impacts include increased credibility, legitimacy, cost savings, and stronger management and societal roles for communicators.
Session 5, Rademacher
The document discusses the relationship between corporate social responsibility (CSR), leadership styles, communication strategies, and management trends. It presents an agenda covering the introduction and problem definition, institutionalization of CSR, management styles related to CSR initiatives, the role of management trainers in management trends, and the project framework and methodology. Key findings include that explicit and implicit CSR can co-exist in organizations, with transformational leadership helping to manage conflicts and drive innovation. Management trainers see CSR as mainly a management responsibility but take a conservative, implicit approach, suggesting they view transformational leadership as important.
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QA or the Highway - Component Testing: Bridging the gap between frontend appl...
Astute Business Solutions | Oracle Cloud Partner |
Astute Business Solutions | Oracle Cloud Partner |
AI in the Workplace Reskilling, Upskilling, and Future Work.pptx
AI in the Workplace Reskilling, Upskilling, and Future Work.pptx
Session 9, Chikudate
- 1. Collapsed Buffer, Reputation, Instrumental CSR: Toyota’s Crisis 2010 Nobuyuki Chikudate, Ph.D. Professor Department of Management Studies Graduate School of Social Sciences Hiroshima University
- 2. Overview of Toyota’s Recall Crisis in 2010 2007 starting mechanical complaints in U.S. 2009 rise of complaints against Toyota cars in U.S. TV coverage of a horrific crash involving a California highway patrolman 2010 Jan.-Mar. floods of issuing recalls by Toyota Feb. Jim Lentz (Toyota Motor Sales U.S.A.), Yoshifumi Inaba (CEO of Toyota U.S.A.), & Akio Toyoda (grandson, president of Toyota) testified at Public Hearings, US congress. Toyota paid a record fine of $16.4 millions. groups of lawsuits against Toyota 2011 Feb. Ray Lahood of NHTSA announced, “We feel that Toyota Vehicles are safe to drive.”
- 5. 2. Pathologies surrounding corporate communication adequate responses to crisis reality construction of critical situations by Toyota’s executives influencing certain perceptions shaped by intersubjective lifeworld among Toyota executives delaying/disturbing collective myopia the situation in which members of certain communities or organizations are able to make sense and give sense in each context in which they live but are not able to monitor the emerging order or patterns as a whole created by themselves stagnation of sensemaking in view of external events even in emergent, changing, and critical situations of corporate crises collective hyperopia People try to make sense of something external, aloof, and general by ignoring the reality of internal, immediate, and concrete contexts. -”Being far” means external stakeholders/general advocacies, and “being near” means internal stakeholders– U.S. employees
- 7. ▶ huge political donations toward U.S. congress-persons ▶ hiring former inspectors of NHTSA ▶ crashing the formal negotiations with NHTSA ▶ neglecting initial responses to public criticisms ▶ Reckless public speeches by Toyota’s two executives angered Japanese public. (unprepared Crisis Communication) ▶ no political supports from Japan (LDP -> DPJ) ▶ mid-term elections in U.S. ▶ sensationalism seeking U.S. media + It’s too expensive for Toyota to learn lessons about CSR communication. Toyota’s instrumental CSR communication activities in U. S. But, these were not effective, Because there were uncontrollable factors. The only option left for Toyota was corporate apologia.