Ts to recognize much more certain search terms. We identified 200 Philip Morris documents, most from 1999 to 2002. Much more detailed information on Websites and search tactics has been previously published.13,15,16 We analyzed documents by means of an interpretive method,17—20 a type of historical analysis that focuses on meaning by drawing out “`taken for granted’ assumptions and viewpoints from the author[s]” of documents.21(p151) Constant with this analytic tradition, we relied on no preanalytic conceptual schema.22—24 To develop this interpretive account, the very first author reviewed all documents and took detailed notes, and both authors reviewed chosen crucial documents. Iterative reviews and discussions of documents and notes had been made use of to recognize prevalent themes and “clusters of which means.”21 Our study has limitations. The sheer size from the document databases implies that we may not have 
retrieved every single relevant document. Some might have been destroyed or concealedby tobacco companies25; other people may have under no circumstances been obtained inside the legal discovery method.RESULTSIn the early and mid-1990s, PMC’s corporate “story” focused exclusively around the company’s financial and litigation strengths. PMC executives buy R-268712 emphasized the company’s position as market leader26 and its potential to win legal battles due to the fact, in line with then-CEO Geoff Bible, “If you happen to be suitable, and also you fight, you win!”27—29 PMC’s stated mission was “to be probably the most productive customer packaged goods company in the world.”30 It operationalized this mission by becoming “unyielding” in its efforts to sell its merchandise.31 On the other hand, in 1996, inside the midst of escalating litigation from multiple states and sinking public opinion, PMC began discussing the require to reposition the enterprise as accountable.32—35 Carrying out so was considered vital to make sure continued profitability and regain publice68 Tobacco Handle Peer Reviewed McDaniel and MaloneAmerican Journal of Public Overall health October PubMed ID:http://www.ncbi.nlm.nih.gov/pubmed/21323909 2015, Vol 105, No.Analysis AND PRACTICEcredibility.32—34,36 Personnel were regarded as a “critical” audience for repositioning efforts, with Corporate Affairs Senior Vice President Steve Parrish noting that “[i]f we’re going to communicate credibly a message of change and adaptation to societal expectations, we have to communicate [sic] and motivate our personal internal audience.”37 If employees didn’t accept repositioning messages, neither would the public, and achievement hinged on “reengag[ing]” staff.38 PMC wanted employees, the public, the media, and elected officials to find out the corporation as ethical, truthful, and socially responsible.39 To assist inform repositioning efforts, PMC hired consultants to assess employees’ “internal attitude.”40 Initially focus groups and person interviews with 401 operating company employees were held,41 exploring perceptions of PMC’s values, leadership, and image.42 A summary of findings indicated that even though staff respected CEO Geoff Bible, they gave low ratings to senior management’s trustworthiness and credibility.41 Also, items that employees rated as essential but not specially descriptive of PMC integrated honesty, trustworthiness, social responsibility, caring about clients, integrity, and ethics.39,41 Concentrate groups have been followed by a survey assessing employees’ views of every operating firm.43 In contrast to focus group participants, who incorporated non—tobacco corporation personnel, surveyed PM USA personnel thought of the firm robust with regards to social responsibility,.
