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SUMMARY This article traces the strategic initiatives that Walmart undertook over the last decade to implement its ambitious vision of selling more sustainable products. This effort has been characterized by a gradual shift away from customer-facing initiatives aimed at labeling sustainable products toward supplier-facing initiatives targeted at improving environmental or social performance without raising customer prices. It highlights the role of institutional intermediaries, transaction costs, and experiential learning in shaping firms' capabilities to translate ambitious sustainability goals into operable, mass-market initiatives.
Organizations across the world can help solve environmental and societal problems by contributing to the United Nation's Sustainable Development Goals (SDGs). Studies show that the world's largest private employer and company by revenue, Walmart Inc., has the potential to create a big impact in the world. This paper attempts studies Walmart's sustainability strategy and speculates the potential risks and opportunities by committing to the SDGs. The paper challenges of Walmart's stakeholder engagement, its image-building strategies and recommends changes for improving public image.
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