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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 approach of developing and delivering an organization’s message by using narration about individuals, the organization, the previous, visions for the future, social bonding, and function 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 aids foster employee trust and support1,two and may perhaps enhance a company’s internal reputation.1 Corporate stories may possibly thereby improve corporate social duty efforts by building greater employee acceptance from the company’s duty claims and willingness to market this reputation to external audiences.1(p9),3 In contrast to other perform which has examined its external image repair strategies,4—9 we discover the internal corporate storytelling of Philip Morris Organizations (PMC; now Altria) throughout 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 (as well as other tobacco organizations) facing litigation, whistleblower accounts of wrongdoing, regulation threats, and plummeting public opinion.10,11 In response, PMC reconstructed its corporate GS-4997 narrative for internal and external audiences, with social responsibility 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 find out how workers reacted to modifications in the corporate narrative of Philip Morris Corporations (PMC) in the late 1990s and early 2000s. Solutions. 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 replaced its industry good results riented corporate narrative having a new a single centered on duty. Though management sought to downplay inconsistencies among the old and new narratives, some employees reportedly had difficulty reconciling them, concerned that the responsibility concentrate could possibly affect corporation profitability. However, other individuals embraced the new narrative, suggesting radical ideas to prevent youth smoking. These tips were not adopted. Conclusions. PMC’s new narrative was unconvincing to several of its workers, who perceived it either as a threat for the company’s continued earnings or as incongruous with what they had previously been told. As it had accomplished with PubMed ID:http://www.ncbi.nlm.nih.gov/pubmed/21324718 the public, PMC misled its personnel in explaining a narrative repositioning that would help the enterprise continue company as usual. Moving toward a tobacco endgame will demand ongoing discursive and symbolic efforts to disrupt this narrative. (Am J Public Wellness. 2015;105:e68 75. doi:ten.2105 AJPH.2015.302767)METHODSLitigation against the tobacco sector has resulted in the release of greater than 14 million previously undisclosed business documents12,13 now archived in the University of California, San Francisco, in a full-text searchable electronic repository.14 We applied a snowball sampling process to search the archives,beginning with broad search terms (e.g., corporate responsibility) and utilizing retrieved documen.