A SOULFUL PUBLIC RELATIONS STRATEGY: REREADING THE SILICON VALLEY BANK CRISIS THROUGH THE EYES OF SPIRITUAL ETHICS

Abstract. The digital era has transformed the way the public builds and loses trust. In these conditions, a communication crisis can spread very rapidly and is difficult to control. The collapse of Silicon Valley Bank (SVB) in March 2023 demonstrated that a weak crisis communication response can accelerate the failure of an institution. This study aims to analyze the crisis communication strategy of SVB's public relations and construct an alternative model grounded in spiritual ethics.

This study employs a qualitative approach with a single case study design. Data were obtained from secondary sources, including official statements from SVB management, reports from the Federal Deposit Insurance Corporation and the Federal Reserve, international media coverage, and public discourse on social media. The data were analyzed descriptively and interpretively, using spiritual ethics as the basis of analysis.

The findings reveal that SVB's crisis communication failure was caused by a lack of transparency, low institutional empathy, and weak moral responsibility. These conditions accelerated public panic and large-scale fund withdrawals. This study concludes that spiritual ethics — encompassing honesty, moral responsibility, empathy, and the common good — represents an essential need for public relations practitioners in maintaining public trust in the digital era.

Keywords: crisis communication, spiritual ethics, public relations, public trust, digital era, Silicon Valley Bank.

INTRODUCTION

​Due to the rapid flow of digitalization without brakes, communication governance within an organization has suddenly turned into a tangled mess full of challenges [1]. In this instant and brutal information ecosystem, the collapse of the foundation of public trust is usually triggered by trivial things: from unilateral management announcements to internal policies that are deliberately covered up or not transparent. The domino effect of this negative public sentiment can spread wildly like a wild ball, even capable of triggering mass panic in cyberspace in just a matter of hours [1,2].

​A real portrait of the fragility of this communication management was clearly displayed during the collapse of the United States banking giant, Silicon Valley Bank [3]. In March 2023, the global financial world was immediately shaken because this financial institution collapsed rapidly—in less than two days—right after management revealed a balance sheet deficit hole worth billions of dollars [4]. Thanks to the panic that escalated through social media, customers immediately moved simultaneously to withdraw their savings funds en masse in one day, ultimately forcing the authorities to seal and officially close the bank [4,5,6].

If we dig deeper, the root of SVB's downfall isn't just a technical issue of capital liquidity or paper figures. The main problem lies in their slow, defensive, and highly reactive crisis communication failures [2,7]. Unfortunately, conventional crisis communication theories often glorified in lecture halls—such as situational crisis communication theory or image repair theory—often neglect and pay very little attention to ethical aspects [7,8].

​In fact, amidst the reality of today's public space filled with hoaxes and distorted information, the issue of a morality- and spirituality-based approach is crucial. This type of ethical foundation goes far beyond formal, black-and-white rules, as it demands radical honesty, a deep sense of moral responsibility, authentic empathy, and a full commitment to the well-being of the wider public [9,10,11].

Based on the tangled threads above, this study focuses on two fundamental questions. We need to see how banking management actually orchestrated their communication tactics when the crisis hit [2,9]. On the other hand, a big question mark also arises regarding the extent to which the internalization of spiritual ethics can truly be relied upon to reduce the disruption of public trust in cyberspace. Based on this framework, the main target is clear: to frankly examine the organization's communication strategy through the lens of spirituality, while simultaneously designing a draft of a new alternative model of crisis communication whose foundation rests on the strength of moral values ​​[8,9,11].

LITERATURE REVIEW

​A. Dynamics of Crisis Communication: Conceptual and Theoretical Evolution

In essence, crisis communication should no longer be viewed as merely tactical firefighting after an event. This process is a strategic anchor encompassing the curation, articulation, and dissemination of information to reduce uncertainty when the situation worsens [1]. Judging by the evolving academic discourse, the complexities of reputation governance are typically summarized within several main, complementary theoretical axes.

​The roots of thinking regarding reputation restoration, for example, are closely linked to the Image Repair Theory proposed by Benoit (1995). Through his theory, Benoit presents a comparison of five tactical steps when an institution is at its lowest point, starting from defensive options such as denial and reduction of responsibility, efforts to minimize the impact of criticism, corrective action on the ground, to the most transparent resolution in the form of open admission of mistakes to the public space [8].

However, the effectiveness of Benoit's tactical choices cannot be separated from the context of the problem. This is where Coombs (2007) comes in, bringing Situational Crisis Communication Theory (SCCT) to emphasize that public relations responses must be contextual. Coombs breaks through the rigidity by mapping the attribution of responsibility based on his crisis typology, which he divides into three fundamental clusters: the organization's position as a victim (victim cluster), unintentional incidents (accidental cluster), and fatal crises born of internal negligence (preventable cluster) [7].

On the other hand, there are times when organizations are required to take quite radical proactive steps through the Stealing Thunder Theory approach (Arpan & Roskos-Ewoldsen, 2005). Interestingly, this theory proves that when an institution voluntarily reveals its own internal flaws or weaknesses before they are discovered by external parties, the escalation of reputational damage can actually be significantly suppressed [9,12]. This early disclosure step has proven effective in cutting through the information asymmetry that often triggers mass panic.

Although the three classical theories above provide a solid foundation, their relevance now faces serious challenges due to shifts in the media landscape. The emergence of the Social-Mediated Crisis Communication Model (SMCC) emphasizes the new reality that in the contemporary era, organizational hegemony in controlling the flow of information has collapsed [13]. The digital space has created a massive decentralization of information. As a result, crisis narratives no longer move linearly from one institutional direction, but are instead constructed collectively, wildly, and randomly by public discourse on social media.

​B. Reorienting the Role of Public Relations in Crisis Management

The existence of public relations (PR) is fundamentally rooted in a classic mandate: aligning organizational interests with public expectations to create mutually beneficial relationships [14]. However, this mandate faces a crucial test when a crisis strikes. In the midst of an emergency, PR is forced to abandon its administrative role and transform into a strategic anchor. This role demands accuracy and speed in information dissemination, orchestration of public perception to avoid being trapped in speculation, and the formulation of an adaptive communication blueprint amidst the collapse of institutional stability [14,15].

​Tracing the moral basis of this responsibility, the two-way symmetrical communication model proposed by Grunig and Hunt (1984) offers a strong philosophical foundation. This model rejects corporate bias and chooses to radically balance institutional interests with the public good [15]. This is where the symmetrical model meets the spiritual ethical dimension, both demand a space for dialogue based on justice, sincerity, and recognition of the public's dignity, rather than simply making them objects of one-sided manipulation or persuasion.

The dynamics of managing this turbulence essentially demand full adherence to the anatomy of a crisis that never occurs instantaneously. Through the continuous lifecycle perspective offered by Fearn-Banks (2011), the success of mitigation is measured by how an organization integrates all stages simultaneously—not partially [16]. The flow moves dynamically, starting with the sharpness of sniffing out danger signals early, followed by tactical preventive actions. Only when the impact of the crisis begins to be localized through strict control, can the acceleration of reputation recovery run parallel with the reflective phase to draw valuable lessons learned. [16] Here, the chain of public relations defense is tested, the slightest carelessness in one phase will automatically collapse the entire organizational safety architecture.

Ironically, Fearn-Banks' conventional crisis management architecture is now forced to confront the new reality of a wild digital space. The presence of social media has completely diminished the luxury of time that public relations practitioners have [13,15]. The ability to monitor crises in real time and respond appropriately to rumors is no longer merely a technical requirement, but a life-or-death decision for an organization's reputation amidst the rapid flow of disruption to public trust.

C. Deconstruction of Spiritual Ethics in Organizational Communication

​In the theoretical realm, spiritual ethics exists to deconstruct the pragmatism of communication that has often been trapped within the boundaries of formal compliance or short-term reputation calculations. This approach is rooted in an inner moral imperative that goes beyond mere matters of corporate strategic utility [9]. The fundamental difference between these two paradigms lies in their perspective: while conventional professional ethics stops at legalistic questions about what is permissible or legal to do, spiritual ethics goes further into the existential realm to explore what should be done to maintain the deepest human dignity [9,10].

​Developing this thesis into the institutional space, Louis W. Fry (2003) sees organizational spirituality not as rigid dogmatism, but rather as an ecosystem collectively driven by transcendental values ​​to actualize the common good [10]. When turbulence or crisis strikes, these transcendental values ​​demand the operationalization of four moral pillars that are strongly interconnected.

The heart of this governance is rooted in radical honesty, which rejects all forms of information asymmetry and requires the full disclosure of the truth to the public sphere. This principle runs parallel to moral responsibility, an autonomous awareness that encourages institutions to bear the consequences of their actions without needing to wait for external regulatory pressure. This awareness is then manifested through the transmission of authentic empathy—a genuine concern that places the suffering of affected parties above the interests of the institution's image—ultimately leading to an orientation towards collective welfare that places the rights of the public and the organization equally on the scales of justice [9,10,11].

​This positive correlation between spirituality anchors and institutional resilience is not without foundation. The findings of Milliman, Czaplewski, and Ferguson (2003) empirically confirm that corporations that have solidly internalized a spiritual culture have a much more stable consistency in maintaining the integrity of their communications, even when they are under the pressure of an incredibly massive crisis [11].

​D. Anatomy of Public Trust and Its Fragility in Cyberspace

Analyzing the decline of an institution's legitimacy requires a keen analytical eye for the elements that shape trust itself. Through the conceptual framework formulated by Mayer, Davis, and Schoorman (1995), public trust does not stand alone, but is reciprocally supported by a triad of crucial elements: capacity, benevolence, and integrity [17]. The fracturing of any of these supporting pillars will automatically trigger structural destabilization of the organization's reputation.

​In a financial industry ecosystem that is full of risks, the shakiness of this triad of components can trigger a very destructive domino effect. When the public smells a deficit of integrity and a loss of sense of care from a banking institution, mass panic that leads to massive withdrawals of funds (bank run) becomes an inevitable logical consequence, as reflected in the tragedy of the fall of Silicon Valley Bank (SVB) [18].

This systemic vulnerability is further accelerated by the digital era landscape, which has radically disrupted information governance. Contemporary cyberspace has transformed the spread of negative narratives and rumors into an exponentially moving threat, spreading limitlessly in seconds, expanding without boundaries, and creating a labyrinth of discourse that is nearly impossible to tame or control unilaterally using conventional public relations instruments [19].

​E. Articulation of the Research Conceptual Framework

The theoretical framework in this study is constructed through an integrative synthesis that brings together four crucial dimensions in modern reputation management [7,8,9,17]. The proposed line of thought does not view these variables in isolation, but rather as an interconnected communication ecosystem under the pressure of digital disruption.

​Structurally, this conceptual fabric is anchored by the convergence of the following fundamental elements:

The initial foundation moves from the objective reality of crisis conditions in the digital era, where the architecture of cyberspace triggers the instant and exponential amplification of negative narratives. Amidst the wild flow of information, organizations are forced to formulate crisis communication strategies based on the tactical calculations of Situational Crisis Communication Theory (SCCT) and Image Repair Theory [7,8]. However, this study proposes a deconstruction of this conventional approach by placing spiritual ethics as the primary mediating intervention. This spiritual dimension is no longer merely a normative decoration, but is rigidly operationalized into four moral indicators: radical honesty, autonomy of moral responsibility, the transmission of authentic empathy, and a commitment to collective welfare orientation [9].

​Through the intervention of these transcendental values, the final orientation of this conceptual framework leads to the reconstruction of public trust, the effectiveness of which is measured reciprocally through a triad of components: competence capacity, sincerity of concern, and firmness of institutional integrity [17].

Philosophically, this conceptualization is based on the critical premise that in the midst of the wild digital space, the ethical quality that radiates from crisis communication has a much stronger and more subliminal influence in restoring public legitimacy, compared to if the organization only relies on the mechanization of communication strategies that are merely cosmetic or transactional in nature [9, 17, 21].

RESEARCH METHODOLOGY

​A. Research Approach and Type

This research was designed using a qualitative approach through a single instrumental case study design [22]. The choice of this format is based on the argument that the Silicon Valley Bank (SVB) case is not just an ordinary financial incident, but rather a unique phenomenon that is able to clearly construct the anatomy of the crisis communication failure of a giant financial institution under cyber pressure [4]. SVB here is positioned as a theoretical instrument to explore the depth of communication patterns that have not been mapped in conventional models.

B. Research Object and Focus

The focus and object of this research center on Silicon Valley Bank (SVB) after financial authorities officially shut down its operations on March 10, 2023 [3, 6]. To ensure the analysis is not overly broad, the research is anchored in four main areas of focus. The investigation begins by examining the crisis communication tactics executed by SVB management during the crucial period of March 8–10, 2023, which are then confronted to evaluate their degree of alignment with spiritual ethics. Furthermore, this research measures the impact of this narrative on the escalation of disruption of public trust in cyberspace, ultimately leading to the reconstruction of an alternative model of crisis communication based on transcendental values ​​[7,9,17].

C. The Emergence of Spiritual Ethics in the Dialectics of Organizational Communication

​In the theoretical landscape, spiritual ethics exists as an antithesis to contemporary communication pragmatism, which often reduces integrity to mere formal compliance on paper or image calculations for short-term profit. This approach is deeply rooted in an inner moral imperative that transcends the logic of institutional strategic utility [9]. The fundamental demarcation separating these two paradigms lies in their ontological depth: while conventional professional ethics stagnate in legalistic questions about what is permitted by regulations, spiritual ethics instead breaks through these boundaries to question what should be done to honor the most essential human dignity [9,10].

​Contextualizing this moral basis into an institutional space, Louis W. Fry (2003) views organizational spirituality not as a rigid theological dogmatism, but rather as a fluid ecosystem driven by transcendental values ​​to actualize collective well-being [10]. When the storm of crisis confronts the resilience of the organization, these transcendental values ​​are no longer cosmetic jargon, but are embodied in four interconnected operational pillars.

This governance autonomy is driven by radical honesty, a principle that forbids information asymmetry and demands the uncensored disclosure of truth in the public sphere. This manifestation goes hand in hand with a moral responsibility born of an internal awareness to embrace all consequences of blunders without needing to wait for external regulatory pressure. This awareness is then expressed through the sincerity of authentic empathy—an attitude that places the suffering of victims above the ego of corporate reputation—which ultimately leads to an orientation towards the common good that places the rights of the public and the organization on the scales of equal justice [9,10,11].

​The steadfastness of this spiritual anchor in fortifying the organization is empirically confirmed by the findings of Milliman, Czaplewski, and Ferguson (2003), which prove that corporations with a strong internalization of spiritual culture show much more stable consistency in maintaining honesty in their communication, even when under the pressure of an extraordinarily destructive crisis [11].

​D. Anatomy of Public Trust and Its Fragility in Cyberspace

​Dissecting the collapse of an institution's legitimacy requires a keen analytical eye to the sociology of trust itself. Public trust does not grow in a vacuum, but is reciprocally supported by a triad of crucial elements formulated by Mayer, Davis, and Schoorman (1995): ability, benevolence, and integrity [17]. When any of these supporting pillars is compromised, the entire architecture of an organization's reputation will experience fatal structural destabilization.

​In a financial ecosystem that is sensitive to rumors, a deficit in one of these triad components can trigger a terrible domino effect. When the public smells a loss of concern and a collapse in management integrity, mass panic that manifests itself in massive withdrawals (bank runs) becomes an inevitable logical consequence, a bitter reality that is a silent witness to the fall of Silicon Valley Bank (SVB) [18].

This systemic vulnerability has been radically accelerated by the digital era's disruptive landscape of conventional information governance. Contemporary cyberspace has transformed the spread of negative narratives into an exponentially evolving threat. Bad information can now travel without barriers, spreading in seconds, and creating a labyrinth of wild discourse that is nearly impossible to tame with traditional public relations tools that still rely on one-way press releases [19].

​E. Data Validity

To ensure the credibility of the research, data validity was standardized using the methodological framework formulated by Lincoln and Guba (1985) [27]. Research rigor was maintained through source triangulation techniques, cross-verifying corporate data, government reports, and media coverage. Furthermore, researchers employed rich and in-depth descriptions (thick descriptions) to present the full context, and maintained dependability through transparent and accountable recording of the research process (audit trail).

F. Research Limitations

The researcher acknowledges several limitations in this research. First, the analysis relies entirely on the availability of public documents, thus excluding the negotiation spaces behind closed doors of SVB management. Second, the adoption of a single-case study design limits the generalizability of the research results to different types of financial institutions. Finally, the researcher minimized the inherent subjective interpretations in the spiritual ethics coding process by tying the analysis to rigid and established theoretical indicators [9,10].

RESULTS AND DISCUSSION

​A. Anatomy of Crisis Escalation: Chronology and Collapse of Silicon Valley Bank

​Flashing back to 1983 in California, Silicon Valley Bank (SVB) was more than just an ordinary financial institution, it grew to become the epicenter of funding for the tech startup ecosystem. This success even led SVB to skyrocket as the 16th largest financial force in the United States, with asset control reaching a fantastic figure at the end of 2022 [3,28]. However, four decades of glory slowly eroded due to management decisions that were tempted to place large bets on long-term government bonds when liquidity was abundant during the pandemic era [3]. Disaster began to lurk when the Federal Reserve aggressively raised interest rates to tame global inflation. This monetary policy immediately hit the value of SVB's investment portfolio, causing it to experience a very sharp depreciation [3,30]. The situation became even more complicated when their institutional customers, also starting to run out of capital, withdrew funds simultaneously to keep their businesses afloat [4,3].

The climax of this financial tension finally broke out into the public sphere. Through an official release issued without proper preparation, SVB management announced the realization of a massive loss due to the sale of their assets at a loss, accompanied by a capital restructuring plan to patch the liquidity hole [4,30]. Unfortunately, this announcement, which had the potential to shake the market, was made raw and without any reassuring explanation. Instead of implementing damage control measures, CEO Gregory Becker's intervention, urging customers to "remain calm," was read by the public as confirmation of the bank's own internal panic [30]. In the era of social media, this statement lacking empathy immediately triggered a snowball effect. The mass panic gave birth to a horrific digital bank run, within hours, tens of billions of dollars in funds were drained by customers through their digital applications [4,5]. Without time to breathe or seek bailout funds, financial regulatory authorities took drastic measures by officially sealing and halting all SVB operations [6].

​B. Deconstructing SVB's Crisis Communication Strategy: A Systemic Failure

The tragedy of SVB's downfall serves as empirical evidence confirming that the collapse of a financial institution is not solely triggered by technical solvency factors, but rather accelerated by a complete failure in managing crisis communications [7,13]. SVB management was trapped in a defensive bias, instead of adopting a chivalrous posture by confirming internal miscalculations, they instead blamed macroeconomic factors and global interest rate fluctuations [30]. Worse still, the explanations thrown into the public sphere were overly dominated by rigid and technical financial jargon. This elitist communication approach created information asymmetry, preventing the wider public from grasping the substance of the problem, and instead fostering wild speculation on social media.

When examined through the lens of spiritual ethics, the crisis narrative produced by SVB management confirms an acute moral deficit in four fundamental dimensions. First, the collapse of the principle of radical honesty due to the tendency to cover up the urgency of the situation at the outset [9,30]. Second, the neglect of moral responsibility where management refuses to bear the consequences of mistakes autonomously [7,10]. Third, the drying up of the dimension of authentic empathy, reflected in Becker's failure to capture the depth of psychological anxiety of depositors who are threatened with losing all their assets [10,11]. Fourth, the absence of an orientation towards collective welfare, where capital rescue measures are portrayed as selfish in order to save the corporation, rather than protecting the wider public ecosystem [9,17]. As a result of this accumulation of moral failures, the legitimacy and public trust that had been cultivated for four decades evaporated instantly in less than 48 hours [17,20].

​C. Reconstruction of the JTEM Model: Reflection of Communication Strategies Based on Spiritual Ethics

​In response to the weaknesses of the conventional SVB model, this study constructs a new paradigm called the JTEM Model (Honesty, Responsibility, Empathy, Prioritizing Common Interests). This model was initiated as an operational guide so that crisis communication is not merely an image-polishing instrument, but rather a moral anchor capable of withstanding the onslaught of cyber disruption [9,10,11].

The first dimension of this model demands Radical Honesty (J), which requires the full disclosure of empirical data by translating technical language into a humanistic and easily understood narrative. This step must be accompanied by concrete Moral Responsibility (T), where organizational leaders openly acknowledge institutional mistakes and map out a rigid recovery scheme. Next, the organization must activate Authentic Empathy (E) through concrete actions that prioritize psychological comfort and protection of affected parties. The entire series is tied together by the pillar of Prioritizing Shared Interests (M), a transcendental principle that places public safety on par with corporate sustainability. In practice, the JTEM Model does not work statically, but is dynamically integrated into three crucial intervals of crisis management: the pre-crisis phase (mitigation), the crisis phase (acute response), and the post-crisis phase (rehabilitation) [7,16,21].

​D. Theoretical Implications and Relevance of Findings

​The synthesis of these field findings has fundamental theoretical implications for modern public relations discourse. The classical-pragmatic approach, which has long glorified cosmetic rhetoric to save corporate reputations, has proven inadequate [7,8,21]. In the contemporary digital era, social media architecture has empowered the public to monitor, detect, and outright reject all forms of fabricated, insincere communication [13,19].

​Therefore, crisis communication in this cyber age must undergo a paradigm shift toward a spiritual dimension. The validity of trust restoration is no longer determined by how skillfully PR devises linguistic strategies, but rather by the solid foundation of honesty, responsibility, empathy, and collective well-being underlying the message. The collapse of SVB should be read by organizations across sectors as a warning bell: in the face of the wild digital space, the absence of a moral anchor is a shortcut to instant reputational destruction [4,20,21].

CONCLUSION AND SUGGESTIONS

​A. Answers to Research Objectives

Through a comprehensive analysis of the sinking of Silicon Valley Bank (SVB), this study successfully deconstructs the tactical failure of conventional public relations and formulates the JTEM Model as a new paradigm based on spiritual ethics. The manifestation of SVB's communication disaster has been empirically proven not to be merely a technical financial problem, but rather the accumulation of management's resistance to admitting internal miscalculations. This failure was exacerbated by a deficit in moral responsibility, a drying up of empathy for depositors, and a disregard for the collective good, which ultimately escalated public panic in the digital space into a destructive wave of bank runs.

​B. Main Conclusions of the Research

​Based on the results of the analysis and discussion, there are five crucial conclusions that are the essence of this research:

​Accelerating Turbulence in Cyberspace: The digital era has transformed the structure of crisis spread into an exponential one, where negative narratives and rumors run wild, cutting through public relations bureaucratic barriers through massive amplification on social media networks.

​Limitations of the Classical Communication Paradigm: Conventional crisis communication theories face serious challenges to relevance due to excessive corporate and cosmetic bias, which only focus on one-sided reputation-saving techniques.

​The Urgency of Spiritual Anchors in Public Discourse: Spiritual ethics has now transformed into a fundamental need, considering that the public in the cyber age has critical literacy to test the sincerity (authenticity) of every message produced by an organization.

​The JTEM Model as a Transcendental Solution: Reconstruction The JTEM Model successfully integrates four of the deepest moral values—Radical Honesty, Responsibility, Authentic Empathy, and Prioritizing the Common Good—into a coherent tactical crisis management response.

​Universality of the Global Financial Concept: The tragedy of the collapse of SVB carries a universal message across sectors that ignoring the moral dimension in communication is a shortcut to the instant collapse of institutional legitimacy.

​C. Research Implications

​The formulation of these findings has theoretical and applicable impacts on three strategic domains:

​Theoretical Implications: The results of this research enrich the scientific treasury of public relations by empirically proving that ethical-spiritual quality variables have a subliminal and stronger influence in reconstructing public trust than mechanical rhetorical strategies.

Practical Implications: For public relations practitioners, internalization of transcendental values ​​must be used as basic operational guidelines to build strong credibility when organizations face situations with high levels of uncertainty.

​Educational Implications: In the academic realm, the crisis communication curriculum should be reoriented so that it not only trains technical-strategic skills, but also instills a depth of philosophical ethics as the main foundation of the profession.

D. Limitations and Recommendations for Further Research

​Although offering new ideas, the researchers are aware of the demarcation limits in this research that require improvement in the future:

Data Accessibility Dilemma: The corpus of this research analysis is still entirely dependent on the availability of secondary public documents, so the internal dynamics behind closed doors of SVB management have not been fully recorded.

​Limitations of Model Generalization: Adopting a single case study design on a banking cluster limits the applicability of this model when implemented in different types of non-profit organizations or industrial sectors with different characteristics.

​Empirical Validity Test of the JTEM Model: The formulation of the JTEM Model in this research is still at the conceptual-theoretical level, so it requires further testing in the field to measure its operational effectiveness in real terms.

Suggestions for Further Research:

​Conducting a comparative study by confronting the SVB case with the financial crisis in other financial institutions that have different mitigation characteristics.

​Execute quantitative or experimental research to test the level of effectiveness and reliability of the JTEM Model when implemented directly in the field.

​Combining the communication science approach with the disciplines of mass psychology and organizational behavior to be able to capture the impact of trust disruption in a more macro and multidimensional manner.