Book review

Abstract

This qualitative analysis examines Wal-Mart managers’ perspectives of the strategies that the US corporation has implemented to increase its sales and profits at more than 4000 stores in local US communities. Two theoretical paradigms were specifically used: glocalization and grobalization. The former refers to adaptation to local cultures; the latter means aggressive standardization. The ultimate goal of the researchers is to identify the current state (i.e. tension and/or balance) of those two forms of globalization. In-depth, face-to-face, qualitative interviewing of 10 Wal-Mart managers in Central Florida allowed the researchers to actually comprehend managers’ perspectives, gather fresh data, and construct a final product to enlighten readers on the current Wal-Martization of the US. Throughout the data reduction process, three key themes surfaced as the most relevant to two initial research questions: (1) Awareness of Glocalization as Key to Success; (2) Grobalization Strategies Implemented; and (3) Centralization as a Pattern of Grobalization. Overall, it was found that Wal-Martization is a process that requires complex strategies and efforts to match the contemporary conditions of globalization. Meeting the needs of local Wal-Mart stores varies from one geographical location to the next. While grobalization is a reversal of the meaning of glocalization, this study has revealed that part of Wal-Mart’s phenomenal success is to be both grobalizing and glocalizing. Wal-Mart offers its customers the opportunity of consuming locally (e.g. Hispanic products, Mediterranean food), globally (e.g. universal US merchandise), or both simultaneously (like products and traditions found in Orlando stores).