很多企業在面臨危機時，常採取滅火式的短效性解決問題的行為，來應付顧客和社會大眾，不論是利用短期促銷策略、媒體公關來粉飾、迴避甚至是否認問題的存在等，如此作法，使得企業無法正視問題的來源並解決問題的根本。企業文化引導企業中所有成員的價值觀和行為準則，對企業的影響深遠，是企業成員在面對危機時無形中所產生一致性的反應和處理方式。優質的企業文化平時培養企業的凝聚力與整合力並加強品質管理及服務，同時能提升並強化組織體系，企業文化是長期的養成及影響，於危機處理時尤能顯現優質企業文化的重要。

　　2009年8月28日，一輛凌志汽車在美國發生「暴衝」事件，導致四人喪生，諸多媒體開始針對豐田汽車做出偏離事實的負面報導，引起一連串針對豐田品管的負面輿論，顧客開始質疑豐田汽車的品質及安全性。豐田在面對此危機事件時，其企業文化所建立起的內部體系及外在形象，能夠帶領整個企業一致冷靜應對處理，在短時間內重拾顧客信任。

　　豐田文化的核心價值是以顧客滿意度為出發點，秉持著持續改善和尊重人員的精神。在此次危機中所形成的決策為：
一、 持續改善，豐田技術人員與供應商合作，尋找問題根本和解決方法。
二、 透過經銷商和豐田客服中心來與客戶溝通，重建顧客信心。
三、 豐田給予經銷商必要的授權與技術訓練來執行維修，並提供資源在最短的時間內完成召回作業。

本研究認為，此次危機發生歸咎於豐田追求快速擴充而忽視了產品品質，因此沒有落實其核心競爭優勢－豐田文化。豐田經過此危機事件得到了幾個寶貴經驗：
（一）從顧客角度去思考，尋找問題根本、（二）重視顧客感受，主動與顧客溝通，化解疑慮，得到諒解、（三）加強內部溝通和資訊分享、（四）隨著企業擴充，應適當的授權各個地區，增加其反應力和在地化，滿足顧客需求、（五）確保豐田文化的一致性和傳承性，凝聚團體力量，為共同目標努力。

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