Counter-narratives and organizational crisis: How LEGO bricks became a slippery business

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Abstract

In the preceding press release, the CEO of the LEGO Group, Jørgen Vig Knudstorp, explains the strategic decision behind LEGO’s collaboration with the oil company Shell dating back to the 1960s. However, due to a three-month campaign run by Greenpeace, Knudstorp concludes the press release with the announcement that LEGO will not renew its co-promotion contract with Shell signed in 2011, in which co-branded LEGO toy cars are sold at Shell stations in selected countries in a deal valued at £68 million. The Greenpeace campaign was a reaction to Shell’s recently announced plans to drill in the Alaskan arctic. In August 2014, Shell submitted a new offshore drilling plan to US authorities to explore for oil in the arctic in 2015, off the coast of northwest Alaska. As a response Greenpeace declared a global sanctuary in the arctic with the intention of banning offshore drilling in the area. In order to draw attention to the initiative, Greenpeace created a three-month-long campaign against the partnership between Shell and LEGO, where LEGO toys were sold at Shell gas stations around the world.
Original languageEnglish
Title of host publicationCounter-narratives and Organisation
EditorsTim Kuhn, Sanne Frandsen, Marianne Wolff Lundholt
PublisherRoutledge
Publication date2017
Pages43-64
Chapter2
ISBN (Print)9781138929456
ISBN (Electronic)9781315681214
Publication statusPublished - 2017
SeriesRoutledge Studies in Management, Organizations and Society

Keywords

  • Counter-narrative

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