Ts to determine a lot more specific search terms. We identified 200 Philip Morris documents, most from 1999 to 2002. More detailed facts on Web sites and search strategies has been previously published.13,15,16 We analyzed documents by way of an interpretive MI-136 approach,17—20 a style of historical evaluation that focuses on which means by drawing out “`taken for granted’ assumptions and viewpoints of your 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 each authors reviewed selected crucial documents. Iterative evaluations and discussions of documents and notes have been made use of to recognize prevalent themes and “clusters of meaning.”21 Our study has limitations. The sheer size on the document databases means that we may not have retrieved every single relevant document. Some might have been destroyed or concealedby tobacco companies25; others might have under no circumstances been obtained in the legal discovery process.RESULTSIn the early and mid-1990s, PMC’s corporate “story” focused exclusively around the company’s economic and litigation strengths. PMC executives emphasized the company’s position as marketplace leader26 and its capability to win legal battles for the reason that, according to then-CEO Geoff Bible, “If you are ideal, and you fight, you win!”27—29 PMC’s stated mission was “to be by far the most productive customer packaged goods business on the planet.”30 It operationalized this mission by getting “unyielding” in its efforts to sell its solutions.31 Nevertheless, in 1996, inside the midst of growing litigation from various states and sinking public opinion, PMC began discussing the require to reposition the business as responsible.32—35 Undertaking so was considered important 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.Investigation AND PRACTICEcredibility.32—34,36 Workers had been considered 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 modify and adaptation to societal expectations, we’ve to communicate [sic] and motivate our own internal audience.”37 If employees didn’t accept repositioning messages, neither would the public, and results hinged on “reengag[ing]” personnel.38 PMC wanted employees, the public, the media, and elected officials to view the enterprise as ethical, honest, and socially responsible.39 To assist inform repositioning efforts, PMC hired consultants to assess employees’ “internal attitude.”40 Initially concentrate groups and individual interviews with 401 operating enterprise employees have been held,41 exploring perceptions of PMC’s values, leadership, and image.42 A summary of findings indicated that even though personnel respected CEO Geoff Bible, they gave low ratings to senior management’s trustworthiness and credibility.41 Furthermore, products that employees rated as vital but not particularly descriptive of PMC included honesty, trustworthiness, social duty, caring about clients, integrity, and ethics.39,41 Focus groups were followed by a survey assessing employees’ views of each operating corporation.43 In contrast to concentrate group participants, who included non—tobacco organization staff, surveyed PM USA workers regarded the business robust in terms of social responsibility,.