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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 method of developing and delivering an organization’s message by utilizing narration about folks, the organization, the previous, visions for the future, social bonding, and work itself . . . to create a new point-of-view or reinforce an opinion or behavior.1(p3)Understanding a company’s values, challenges, past, and vision for the future helps foster employee trust and support1,2 and may well improve a company’s internal reputation.1 Corporate stories could thereby enhance corporate social duty efforts by generating greater employee acceptance in the company’s duty claims and willingness to promote this reputation to external audiences.1(p9),three In get JNJ-17203212 contrast to other work that has examined its external image repair techniques,4—9 we discover the internal corporate storytelling of Philip Morris Providers (PMC; now Altria) during 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 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 responsibility as a essential theme. We analyzed PMC’s efforts to convince its employees to adopt the “new” narrative and regard it as consistent together with the “old” narrative.Objectives. We sought to find out how staff reacted to adjustments inside the corporate narrative of Philip Morris Corporations (PMC) within the late 1990s and early 2000s. Strategies. We analyzed archival internal tobacco market documents about PMC’s creation of a new corporate story. Outcomes. In response to litigation and public opprobrium, PMC replaced its marketplace accomplishment riented corporate narrative using 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 concentrate may possibly affect firm profitability. Even so, other folks embraced the new narrative, suggesting radical ideas to stop youth smoking. These concepts weren’t adopted. Conclusions. PMC’s new narrative was unconvincing to numerous of its personnel, 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 staff in explaining a narrative repositioning that would aid the firm continue business 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 inside the release of more than 14 million previously undisclosed sector documents12,13 now archived at the University of California, San Francisco, in a full-text searchable electronic repository.14 We used a snowball sampling technique to search the archives,starting with broad search terms (e.g., corporate duty) and utilizing retrieved documen.