Professor Walton joined Goizueta Business School in the Fall of 1996. After receiving his PhD in 1993 from the University of North Carolina at Chapel Hill, Steve served on the faculties of North Carolina A&T State University and Baylor University. Steve's efforts in the classroom have been highlighted by 11 teaching awards, including The Emory Williams Distinguished Teaching Award, a university-wide honor, and the Adler Prize for Excellence in Teaching. Before coming to Emory, Steve also worked for IBM.
Steve's current interests include strategic execution, operational decision making and the impact of leadership on operations outcomes. Steve has published in Journal of Operations Management, European Journal of Operational Research, International Journal of Operations and Production Management, International Journal of Purchasing and Materials Management and the Proceedings of the Decision Sciences Institute. Professor Walton also serves as a reviewer for Decision Sciences, Journal of Operations Management, the Journal of Supply Chain Management and Organization Science.
Steve's consulting clients include Sony, First Data, UPS, The Home Depot, Delta Air Lines, Usher’s New Look Foundation, SunTrust, Panasonic, McKesson Information Solutions, The Arthur M. Blank Family Office, Siemens Medical Systems, Synovus and others.
Areas of Expertise (6)
Strategic Decision Making
Supply Chain Management
Applications of Qualitative Research Methods
University of North Carolina at Chapel Hill: PhD, Operations Management 1993
Clemson University: MA, Industrial Management 1987
Clemson University: BS, Industrial Management 1986
Media Appearances (1)
Teaching business in the digital age
Emory News Center online
Another increasingly popular tool used by some Goizueta faculty, "flipping" a classroom, entails recording and posting a lecture for viewing before class so that students can spend time in class doing relevant exercises and discussing any difficult or confusing points. Such a strategy often works well, says Steve Walton...
Multi-channel retailing—selling through multiple, distinct channels—has been a part of the retail industry as long as there have been main street merchants selling through catalogs. Since the mid-1990s, however, multi-channel retailing has increased dramatically due to traditional retailers selling over the Internet. This trend presents considerable operational challenges because Internet and traditional retail have vastly different demand drivers, product variety issues, optimal inventory configurations, cost structures, supply chain structures, and delivery mechanisms. Consequently, the optimal supply chain configuration for Internet delivery differs considerably from the optimal supply chain configuration for a retail store structure, so designing a supply chain system to serve both channels well is difficult. Accordingly, a set of strategic choices and trade-offs must be made. Here, we present some strategic alternatives.
The dot-com bubble that burst in March 2000 marked the end of an amazing run of unbelievable hype. It turned out, for example, that profits actually do matter and that first to market is often the same as first to bankruptcy. But in the same way that the impact of electronic commerce (e-commerce) on business was never as large as the hype promised, the impact of e-commerce on business in general and purchasing and materials management in particular is larger than the post-bubble pessimism suggests...
In this study, we illustrate the use of the Analytical Hierarchy Process (AHP) as a decision support model to help managers understand the trade-offs between environmental dimensions. We then demonstrate how AHP can be used to evaluate the relative importance of various environmental traits and to assess the relative performance of several suppliers along these traits...