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^^RESEARCH AND PRACTICE”What Is Our Story” Philip Morris’s Changing Corporate NarrativePatricia A. McDaniel, PhD, and Ruth E. Malone, RN, PhDCorporate storytelling isthe process of developing and delivering an organization’s message by using narration about people today, the organization, the previous, visions for the future, social bonding, and work itself . . . to create a brand new point-of-view or reinforce an DM1 opinion or behavior.1(p3)Understanding a company’s values, challenges, previous, and vision for the future helps foster employee trust and support1,2 and may boost a company’s internal reputation.1 Corporate stories could thereby boost corporate social duty efforts by generating greater employee acceptance of your company’s responsibility claims and willingness to promote this reputation to external audiences.1(p9),3 In contrast to other function that has examined its external image repair strategies,4—9 we explore the internal corporate storytelling of Philip Morris Providers (PMC; now Altria) through the late 1990s and early 2000s, when PMC was the parent organization of Philip Morris USA (PM USA), Philip Morris International, Kraft Foods, and Miller Brewing. This was a time of unprecedented public relations pressures, with PMC (along with other tobacco corporations) facing litigation, whistleblower accounts of wrongdoing, regulation threats, and plummeting public opinion.10,11 In response, PMC reconstructed its corporate narrative for internal and external audiences, with social duty as a important theme. We analyzed PMC’s efforts to convince its personnel to adopt the “new” narrative and regard it as consistent using the “old” narrative.Objectives. We sought to learn how employees reacted to alterations within the corporate narrative of Philip Morris Businesses (PMC) inside the late 1990s and early 2000s. Strategies. We analyzed archival internal tobacco market documents about PMC’s creation of a brand new corporate story. Final results. In response to litigation and public opprobrium, PMC replaced its market place achievement riented corporate narrative with a new a single centered on duty. While management sought to downplay inconsistencies in between the old and new narratives, some personnel reportedly had difficulty reconciling them, concerned that the duty concentrate may well have an effect on enterprise profitability. However, other folks embraced the new narrative, suggesting radical suggestions to prevent youth smoking. These suggestions were not adopted. Conclusions. PMC’s new narrative was unconvincing to several of its employees, who perceived it either as a threat to the company’s continued profits or as incongruous with what they had previously been told. Since it had carried out with PubMed ID:http://www.ncbi.nlm.nih.gov/pubmed/21324718 the public, PMC misled its employees in explaining a narrative repositioning that would assist the organization continue enterprise as usual. Moving toward a tobacco endgame will need ongoing discursive and symbolic efforts to disrupt this narrative. (Am J Public Overall health. 2015;105:e68 75. doi:10.2105 AJPH.2015.302767)METHODSLitigation against the tobacco sector has resulted within the release of greater than 14 million previously undisclosed business documents12,13 now archived in the University of California, San Francisco, inside a full-text searchable electronic repository.14 We utilized a snowball sampling strategy to search the archives,starting with broad search terms (e.g., corporate responsibility) and making use of retrieved documen.