Wal-Mart, Consumerism , Corporate Accountability and the WorkPlace
The success of Wal-Mart is in many ways paradoxical. The world’s biggest corporation -- and one of the most technologically sophisticated -- emerged from the poor, rural backwaters of Arkansas, a state regularly at the bottom of most state achievement rankings. Increasingly global in procurement and sales, it grew from a base that was racially homogenous -- a result of the violent expulsion of African-Americans -- and suspicious of all outsiders. A company that plays on “family values” is based in a region with one of the highest divorce rates in the United States. A region of low-income families adhering to a range of anti-materialist Protestant faiths gives birth to this colossus of consumerism. One of the ways its founder Walton tried to get employees -- and customers -- on his side was through the creation of conservative Christian “corporate populism”.
No doubt Wal-Mart’s conservative Christian corporate populism has played a big part in its success. But Wal-Mart also triumphed because of its cheap products, efficient distribution, mastery of information, anti-unionism and ability to dictate terms to vendors. But would it have become such a powerhouse if inequality had not grown so dramatically or if conservatives had not so demonized government, often with coded racial messages? Wal-Mart’s current reign may not last forever (just look at General Motors).
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