The Leader as the Face of a Crisis: Philip Morris' CEO's Speeches During the 1990s

Abstract

This research investigated Philip Morris' crisis communication management strategies during the 1990s through the study of its CEO's speeches. This analysis explored the company's maneuvers to camouflage controversies in acceptable social expectations. Pairing framing theory with centering resonance analysis, this research found 3 distinct frames: profitable multinational (1994–1996), litigation target (1997–1998), and corporate good citizen (1999–2001). Avoidance of talk about health issues indicated the company's strategic adaptation to a shifting legal and public opinion climate, as it sought to authenticate its right to do business by reframing the notion of corporate responsibility away from healthy products and toward high-price philanthropy.