Assistance with an annotated bibliography

Title

Anonymous (2019). The message Walmart could send. WWD: Women’s Wear Daily (4). Los Angeles.

The author of this article is trying to get Walmart culture to take the viewpoint of no selling guns

in any of the Walmart stores in light of the killing of individuals at the Walmart located in El Paso,

Texas in 2019. The author describes their disgust of how Walmart culture is family oriented but

will not ban the sale of guns in their retail stores.

Chapman, R. (2013). Walmart. In R. Chapman, & J. Ciment (Eds.), Culture wars in America: An encyclopedia

of issues, viewpoints, and voices (2nd ed.). Routledge. Credo Reference: https://search-

credoreference-com.ezproxy1.apus.edu/content/entry/sharpecw/walmart/0

The authors give a brief history of Walmart and the various elements of the company’s culture.

They discuss the many different ways Walmart has adopted public concerns such as equal pay for

men and women, when stocking its shelves the company has relied on “family values” as a guide,

and its efforts to reduce consumption of raw materials and energy in order to shrink its overall “carbon footprint”.

Loveless, R. (2012). Culture Sam Walton built crucial to Walmart success. Racher Press, Inc. (29) 11, 55.

This article is a personal narrative from Ron Loveless who started out as a stockman at Walmart

and climbed the ranks to become senior vice president. Mr. Loveless explains how Sam Walton

and his brother Bud always made each employee part of the team. He spoke of Sam Walton’s

magnetic leadership and how he inspired all employees to work harder with his unique trait that

all associates in the company felt. He also said Sam Walton stated the best ideas come from the

people who work in the stores and are in touch with the customers. Every year Walmart would

have a motto for the year, and created a lapel button for associates to wear bearing the year’s

motto. Sam Walton truly believed it was the associates who made the difference and allowed

Walmart to remain successful.

Mount, J. (2013). Typing pay to compliance: Will Walmart’s plan work? Compliance Week, (10), 114, 62-68.

In 2013, Walmart announced they are seeking to improve its culture by linking executive pay,

incentive pay and bonuses to compliance goals. Annual cash incentives for executive officers and

other top officials will be tied to achieving compliance objectives determined by an evaluation

process starting the beginning of 2014.

Munoz, C.B., Kenny, B. and Stecher, Antonio. (2018). Walmart in the global south: Workplace culture,

labor politics, and supply chain. Texas.

The authors explore Walmart’s supply chain operations and labor practices in countries to

include Mexico, Argentina, Nicaragua, Brazil, Chile and South America. They find Walmart is

flexible in adapting to different cultures and markets. They discovered Walmart places a

generic code of their American business strategy on countries they enter. They also suggest

unions can provide Walmart workers with substantial objective improvements in work

conditions.

The Walmart Culture' becomes ingrained (2012). Racher Press, Inc., 29 (11), 70.

This article focuses on the series of initiatives crafted by Jack Shewmaker in 1970, who helped

to what has become known as “the Walmart culture”. Shewmaker, a strong advocate of

employee training, was hired as one of two district managers for Walmart and subsequently

served as the company’s vice chairman and chief financial officer. Shewmaker shaped the

“Walmart Culture” by personally setting a standard of ethics within the operation of the

company. These ethical standards carried over to his post-Walmart life. After retirement,

Shewmaker remained on the Walmart Board of Directors for 20 years and also served as an

advisor to retailers in New Zealand, Australia, Africa, Asia and the United Kingdom.