Ts to determine additional precise search terms. We identified 200 Philip Morris documents, most from 1999 to 2002. Additional detailed details on Web sites and search methods has been previously published.13,15,16 We analyzed documents by way of an interpretive method,17—20 a type of historical analysis that focuses on meaning by drawing out “`taken for granted’ assumptions and viewpoints with the author[s]” of documents.21(p151) Consistent 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 selected key documents. Iterative evaluations and discussions of documents and notes were applied to recognize frequent themes and “clusters of meaning.”21 Our study has limitations. The sheer size on the document databases means that we may not have retrieved each and every relevant document. Some might have been destroyed or concealedby tobacco companies25; other people may have never been obtained in the legal discovery approach.RESULTSIn the early and mid-1990s, PMC’s corporate “story” focused exclusively around the company’s financial and litigation strengths. PMC executives emphasized the company’s position as industry leader26 and its potential to win legal battles due to the fact, according to then-CEO Geoff Bible, “If you are appropriate, and you fight, you win!”27—29 PMC’s stated mission was “to be probably the most effective customer packaged goods firm on the planet.”30 It operationalized this mission by becoming “unyielding” in its efforts to sell its solutions.31 Having said that, in 1996, inside the midst of increasing litigation from several states and sinking public opinion, PMC began discussing the have to have to reposition the enterprise as responsible.32—35 Carrying out so was considered necessary to ensure continued profitability and regain publice68 Tobacco Manage 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.Research AND PRACTICEcredibility.32—34,36 Workers were viewed as a “critical” audience for repositioning efforts, with Corporate Affairs Ogerin Description senior Vice President Steve Parrish noting that “[i]f we’re going to communicate credibly a message of adjust and adaptation to societal expectations, we’ve to communicate [sic] and motivate our personal internal audience.”37 If workers did not accept repositioning messages, neither would the public, and good results hinged on “reengag[ing]” personnel.38 PMC wanted workers, the public, the media, and elected officials to see the firm as ethical, sincere, and socially accountable.39 To help inform repositioning efforts, PMC hired consultants to assess employees’ “internal attitude.”40 Initially concentrate groups and person interviews with 401 operating company personnel have been held,41 exploring perceptions of PMC’s values, leadership, and image.42 A summary of findings indicated that though personnel respected CEO Geoff Bible, they gave low ratings to senior management’s trustworthiness and credibility.41 Moreover, products that personnel rated as important but not specially descriptive of PMC incorporated honesty, trustworthiness, social responsibility, caring about customers, integrity, and ethics.39,41 Concentrate groups were followed by a survey assessing employees’ views of every operating firm.43 In contrast to focus group participants, who integrated non—tobacco organization workers, surveyed PM USA personnel viewed as the firm robust with regards to social duty,.
