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^^RESEARCH AND PRACTICE”What Is Our Story” Philip Morris’s Altering Corporate NarrativePatricia A. McDaniel, PhD, and Ruth E. Malone, RN, PhDCorporate storytelling isthe course of action of establishing and delivering an organization’s message by utilizing narration about persons, the organization, the past, visions for the future, social bonding, and perform itself . . . to create 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 aids foster employee trust and support1,2 and may well boost a company’s internal reputation.1 Corporate stories may thereby enhance corporate social duty efforts by building greater employee acceptance in the company’s duty claims and willingness to promote this reputation to external audiences.1(p9),3 In contrast to other operate that has examined its external image repair tactics,4—9 we explore the internal corporate storytelling of Philip Morris Corporations (PMC; now Altria) during the late 1990s and early 2000s, when PMC was the parent corporation 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 providers) 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 discover how workers reacted to alterations in the corporate narrative of Philip Morris Businesses (PMC) in the late 1990s and early 2000s. Strategies. We analyzed archival internal tobacco sector documents about PMC’s creation of a brand new corporate story. Outcomes. In response to litigation and public opprobrium, PMC TCS-OX2-29 price replaced its marketplace success riented corporate narrative with a new a single centered on duty. Though management sought to downplay inconsistencies between the old and new narratives, some personnel reportedly had difficulty reconciling them, concerned that the duty concentrate might influence enterprise profitability. However, other people embraced the new narrative, suggesting radical concepts to stop youth smoking. These ideas weren’t adopted. Conclusions. PMC’s new narrative was unconvincing to many of its personnel, who perceived it either as a threat towards the company’s continued income or as incongruous with what they had previously been told. Because it had completed with PubMed ID:http://www.ncbi.nlm.nih.gov/pubmed/21324718 the public, PMC misled its employees in explaining a narrative repositioning that would assistance the business continue business as usual. Moving toward a tobacco endgame will call for ongoing discursive and symbolic efforts to disrupt this narrative. (Am J Public Health. 2015;105:e68 75. doi:10.2105 AJPH.2015.302767)METHODSLitigation against the tobacco industry has resulted in the release of greater than 14 million previously undisclosed sector documents12,13 now archived at the University of California, San Francisco, inside a full-text searchable electronic repository.14 We applied a snowball sampling technique to search the archives,starting with broad search terms (e.g., corporate responsibility) and working with retrieved documen.