Department of Social and Behavioral Sciences, School of Nursing, University of California, San Francisco, USA.
Am J Public Health. 2012 Oct;102(10):1942-50. doi: 10.2105/AJPH.2011.300619. Epub 2012 Aug 16.
We examined Philip Morris USA's exploration of corporate social responsibility practices and principles and its outcome.
We analyzed archival internal tobacco industry documents, generated in 2000 to 2002, related to discussions of corporate social responsibility among a Corporate Responsibility Taskforce and senior management at Philip Morris.
In exploring corporate social responsibility, Philip Morris executives sought to identify the company's social value-its positive contribution to society. Struggling to find an answer, they considered dramatically changing the way the company marketed its products, apologizing for past actions, and committing the company to providing benefits for future generations. These ideas were eventually abandoned. Despite an initial call to distinguish between social and economic value, Philip Morris ultimately equated social value with providing shareholder returns.
When even tobacco executives struggle to define their company's social value, it signals an opening to advocate for endgame scenarios that would encourage supply-side changes appropriate to the scale of the tobacco disease epidemic and consistent with authentic social value.
我们考察了美国菲利普莫里斯公司（Philip Morris USA）对企业社会责任实践和原则的探索及其结果。
我们分析了菲利普莫里斯公司存档的内部烟草行业文件，这些文件是在 2000 年至 2002 年期间生成的，涉及企业社会责任特别工作组和菲利普莫里斯高层管理人员之间关于企业社会责任的讨论。
在探索企业社会责任时，菲利普莫里斯高管们试图确定公司的社会价值——即对社会的积极贡献。在努力寻找答案的过程中，他们考虑了彻底改变公司产品营销方式、为过去的行为道歉以及承诺为子孙后代提供利益等想法。这些想法最终被放弃了。尽管最初有人呼吁区分社会价值和经济价值，但菲利普莫里斯最终将社会价值等同于为股东提供回报。
即使烟草高管也难以定义他们公司的社会价值，这表明可以倡导采取最终阶段的方案，以鼓励供应方做出适当的改变，从而与烟草疾病流行的规模相匹配，并符合真正的社会价值。
