Business, society, and the "Wal-Mart Effect"

Academy of Management Perspectives

Volumn 20, Issue 3, 2006, Pages 41-43

  Ghemawat, Pankaj ^a,b  

^a HARVARD BUSINESS SCHOOL   (United States)

^b IESE BUSINESS SCHOOL   (Spain)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 33748335408     PISSN: 15589080     EISSN: None     Source Type: Journal    
DOI: 10.5465/AMP.2006.21903480     Document Type: Review

References (7)

1. Berner, R. 2005. Why Wal-Mart is playing nicer. Business Week, Oct 3, pp. 94-95.
2. Cruikshank, J. L. Forthcoming. The man behind the curtain. Cambridge, MA: Harvard Business School Press.
3. Ghemawat, P. & Mark, K. A. 2005. Wal-Mart's international expansion. HBS Case No. 705-486. Boston, MA: Harvard Business School.
4. Ghemawat, P., Mark, K. A., &. Bradley, S. 2003. Wal-Mart stores in 2003. HBS Case No. 704-430. Boston: Harvard Business School, 2003.
5. Ghemawat, P. & Mark, K. A. 2005. The price is right. The New York Times, August 3, Editorial, Section A, p 19.
6. Ingram, P. & Rao, H. 2004. Store wars: the enactment and repeal of anti-chain-store legislation in America. American Journal of Sociology 110(2):446-487.
7. Welch, J. & Welch, S. 2006. What's right about Wal-Mart. Business Week, May 1, p. 112.