Ts to determine much more specific search terms. We identified 200 Philip Morris documents, most from 1999 to 2002. Far more detailed details on Websites and search approaches has been previously published.13,15,16 We analyzed documents by means of an interpretive strategy,17—20 a variety of historical analysis that focuses on meaning by drawing out “`taken for granted’ assumptions and viewpoints in the author[s]” of documents.21(p151) Constant with this analytic tradition, we relied on no preanalytic conceptual schema.22—24 To create this interpretive account, the first author reviewed all documents and took detailed notes, and each authors reviewed selected crucial documents. Iterative reviews and discussions of documents and notes had been applied to identify typical themes and “clusters of meaning.”21 Our study has limitations. The sheer size with the APS-2-79 custom synthesis document databases implies that we might not have retrieved each and every relevant document. Some might have been destroyed or concealedby tobacco companies25; other people may have by no means been obtained inside the legal discovery method.RESULTSIn the early and mid-1990s, PMC’s corporate “story” focused exclusively on the company’s monetary and litigation strengths. PMC executives emphasized the company’s position as industry leader26 and its capacity to win legal battles since, as outlined by then-CEO Geoff Bible, “If you are right, and also you fight, you win!”27—29 PMC’s stated mission was “to be one of the most profitable customer packaged goods corporation on the planet.”30 It operationalized this mission by getting “unyielding” in its efforts to sell its solutions.31 On the other hand, in 1996, within the midst of growing litigation from multiple states and sinking public opinion, PMC started discussing the need to reposition the organization as accountable.32—35 Performing so was regarded important to ensure continued profitability and regain publice68 Tobacco Handle Peer Reviewed McDaniel and MaloneAmerican Journal of Public Wellness October PubMed ID:http://www.ncbi.nlm.nih.gov/pubmed/21323909 2015, Vol 105, No.Analysis AND PRACTICEcredibility.32—34,36 Staff have been viewed as a “critical” audience for repositioning efforts, with Corporate Affairs Senior Vice President Steve Parrish noting that “[i]f we are going to communicate credibly a message of adjust and adaptation to societal expectations, we have to communicate [sic] and motivate our own internal audience.”37 If employees did not accept repositioning messages, neither would the public, and good results hinged on “reengag[ing]” staff.38 PMC wanted employees, the public, the media, and elected officials to see the organization as ethical, sincere, and socially responsible.39 To help inform repositioning efforts, PMC hired consultants to assess employees’ “internal attitude.”40 Initially focus groups and person interviews with 401 operating company workers had been held,41 exploring perceptions of PMC’s values, leadership, and image.42 A summary of findings indicated that although staff respected CEO Geoff Bible, they gave low ratings to senior management’s trustworthiness and credibility.41 Also, things that personnel rated as vital but not specially descriptive of PMC integrated honesty, trustworthiness, social duty, caring about clients, integrity, and ethics.39,41 Concentrate groups had been followed by a survey assessing employees’ views of every single operating enterprise.43 In contrast to concentrate group participants, who incorporated non—tobacco business staff, surveyed PM USA workers considered the corporation sturdy in terms of social duty,.
