The literature shows that, in the wake of negative media exposition, organizations’ self-regulation tends to be strengthened. We investigate such motivation from the perspective of the psychosocial consequences in executives’ and organizational self-confidence. A grounded-theory approach supports findings from 27 different events described by top-level executives from major publicly traded organizations. Their testimonies document that scandalous episodes, when they occur, leave a trauma footprint within the organizational and individual consciousness because of the perceived post-event humiliation, remorse, guilt, and fear. The paradigm of reliance and trust in the designed structures is severely altered. In turn, a climate of excessive self-regulation explains the recovery from the traumatic experience. New boundaries for regulatory balance, also called “the confidence zone,” exists until design changes coalesce with organizational blame to create the perception that reputational safety has been achieved. Fears of subsequent media scrutiny are mitigated by the perception of moral safety based on governance. Consequently, the over-regulatory response comprises the organizations’ healing process as they recover from the psychosocial trauma caused by media exposition.

文献表明，在负面媒体曝光之后，组织的自我调节趋于加强。我们从高管和组织自信心中的社会心理后果的角度研究这种动机。扎根理论方法支持主要公开交易组织的高层管理人员描述的27个不同事件的发现。他们的证词证明，丑闻事件一旦发生，由于事后的羞辱，re悔，内和恐惧，在组织和个人意识中留下了创伤痕迹。对设计结构的依赖和信任的范式已发生重大变化。反过来，过度自我调节的气氛解释了创伤经历的恢复。监管平衡的新界限，所谓的“信任区”一直存在，直到设计变更与组织的责备结合在一起，以树立已经实现声誉安全的感觉。通过基于治理的道德安全感，减轻了对随后的媒体审查的恐惧。因此，过度监管反应包括组织从媒体曝光引起的社会心理创伤中恢复的康复过程。