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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 procedure of creating and delivering an organization’s message by using narration about people, the organization, the previous, visions for the future, social bonding, and work itself . . . to make a new point-of-view or reinforce an 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 could enhance a company’s internal reputation.1 Corporate stories may well thereby enhance corporate social duty efforts by generating greater employee acceptance from the company’s duty claims and willingness to promote this E-982 biological activity reputation to external audiences.1(p9),3 In contrast to other perform which has examined its external image repair methods,4—9 we explore the internal corporate storytelling of Philip Morris Companies (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 (and also other tobacco companies) 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 employees to adopt the “new” narrative and regard it as consistent with all the “old” narrative.Objectives. We sought to discover how workers reacted to changes within the corporate narrative of Philip Morris Firms (PMC) inside the late 1990s and early 2000s. Strategies. We analyzed archival internal tobacco sector documents about PMC’s creation of a brand new corporate story. Benefits. In response to litigation and public opprobrium, PMC replaced its market success riented corporate narrative having a new one particular centered on duty. Although management sought to downplay inconsistencies in between the old and new narratives, some employees reportedly had difficulty reconciling them, concerned that the duty focus may well influence company profitability. However, other folks embraced the new narrative, suggesting radical suggestions to stop youth smoking. These tips weren’t adopted. Conclusions. PMC’s new narrative was unconvincing to quite a few of its workers, who perceived it either as a threat to the company’s continued earnings 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 support the firm continue small business as usual. Moving toward a tobacco endgame will demand 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 industry has resulted inside the release of more than 14 million previously undisclosed market documents12,13 now archived in the University of California, San Francisco, inside a full-text searchable electronic repository.14 We utilised a snowball sampling system to search the archives,beginning with broad search terms (e.g., corporate responsibility) and working with retrieved documen.