The organisational culture of Volkswagen is to blame for engineering emission fraud. The engineers of the company improvised emission software which would make the cars to appear as fuel than they used to be in the past. The organisational culture was also to blame because their juniors could not correct the superiors. For instance, the chief executive officer of the Volkswagen severely condemned technicians for correcting him when he thought that a push button was a touch screen. The juniors are not allowed to deliver bad news about the company to the top management. Ideally, this might have led to the release of the faulty vehicles into the market since the senior management did not want to be corrected. The culture of employees being threatened would lead to the execution of action that would automatically lead to ethical fraud like the emission one. The employees of Volkswagen knew about the emission scandal, but they kept quiet since they could not question their superiors about the unethical deeds.

The aggressive culture practised in the company meant that Volkswagen managers, as well as the employees, believed in making ambitious goals to improve the success of their business in the automobile industry. The culture of setting ambitious goals perhaps is problematic since it mostly fails. The management of Volkswagen failed to achieve their goals through legitimate means hence turning to the illegitimate ways which gave rise to the emission scandal. The engineers of the company turned into fixing the emission software so that they could meet the goals of the management. Note that, the executive might not have instructed the engineers to modify emission software to make their cars appear fuel efficient, but the obedience culture necessitates the unethical fraud. The organisational culture in the company is the primary cause of the misconduct that led to the emission scandal.

Since Volkswagen supports ethics and sustainability, they can recover from the ethical disaster by fixing the cars that showed high amounts of harmful emissions to meet the pollution standards. They should also voluntary recall all vehicles with emission problems as a show of regretting their unethical behaviour. The move would restore their lost reputation from its customers. They could recover from the unethical conduct by publicly apologising to their stakeholders and customers. Nonetheless, they might also rebrand their products using a different name to restore their initial reputation before the scandal. If the company choose to restart it with a different name, their mistakes will be forgotten within a short period. The image of its products will also appeal to many people as opposed to the original company which would be looked down upon by every right-minded person.

In the near future, more stringent measures will be introduced to curb the emission scandal like the one engineered by Volkswagen. Emission fraud would see environmental agencies enact strict rules to protect the environment from pollution. The case of Volkswagen has proved that many companies are flaunting the environmental policies pretending to manufacture environmentally friendly products. The agencies have also initiated independent bodies to test automobile products to avoid cases like the Volkswagen scandal. The governments have warned of unreliable testing for emission of vehicles to identify the unethical companies. Companies that fail to meet the ethical standards will be subjected to substantial penalties and fines. The action will serve as a deterrence to other organisations that might be tempted to show unethical behaviour in their businesses.