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713-522-7911

Dr. Charlene Dykman Professor
Management Information Systems
713/525-3526
cadykman@stthom.edu

Dr. Charlene Dykman is an authority on the management of technology and international business management. Dykman has many years of managerial experience in student housing and as a senior business analyst. She was a Fulbright Fellow in 2005. She can speak on Internet-based education, management of technology, social issues of technology and international business management.

Areas of Expertise
Technology Management, International Business, Online Education, Social Issues of Technology

Degrees

  • Doctor of Philosophy - Business Administration - UNIV HOUSTON MAIN CAMPUS* (1986)
  • Master of Business Admin - UNIV HOUSTON MAIN CAMPUS* (1979)
  • Master of Arts - History - MICHIGAN STATE UNIVERSITY (1971)
  • Bachelor of Arts - History (BA) - SAGINAW VALLEY STATE UNIV (1969)

Research

  • Funding for Houston/Southeast Texas Fulbright Association Chapter for 1012-1013 Activities (2012)
  • Funding for Houston/Southeast TX Fulbright Association Activities (2011)
  • Fulbright Association Grant for Chapter (2010)

Publications

  • "Toward A Model Curriculum for the Master of Science in Business Analytics"
    The graduate-level model curriculum proposed in this paper is designed to help address this current and projected shortage of sophisticated analytical skills for business decision-makers. Graduates with an MSBA degree will have the necessary quantitative skills and technical expertise within a business framework to help meet the challenges that lay ahead in the increasingly data-driven world in our not too distant future. Participants in such a program will be exposed to innovative approaches and techniques that support data-driven decision making. Graduates are prepared to impact decision-making and achieve better business results by transforming data into a powerful strategic and operational asset.
    Big Data Analytics Education Conference (2013) Page 8
  • "Instructor's Notes for Case Study"
    (2013) Vol. 19 Page 31-36
  • "A Case of Mergers - the H-P Experience"
    Journal of the International Academy for Case Studies
    (2013) Vol. 19 Page 29-38
  • "Addressing Resistance to Workflow Automation"
    Journal of Leadership, Accountability and Ethics
    This paper deals with automation of a large accounting firm and the resistance to automation among the employees at various levels.
    (2012) Vol. 9 Page 115-123
  • "Sustaining Education: A Question of Content versus Process."
    Organizational Behavior Teaching Conference (2012)
  • "A Case Study of Mergers in the Information Technology Industry"
    A study of the Compac/DEC and Compac/Tandem/ and the H-P/Compac mergers with a focus on differences in preparation for the mergers and the resulting impact on the organizations involved.
    International Academy for Case Studies (2012) Page 5
  • "Instructor's Notes - Tale of Two Banks - Societe Generale and Barings"
    Journal of International Academy for Case Studies (2011) Vol. 17
  • "A Tale of Two Banks: Societe Generale and Barings"
    Journal of the International Academy for Case Studies
    "This case study documents the stories of two “rogue traders’, Nick Leeson of Barings Bank PLC in 1995 and Jerome Kerviel of Société Générale in 2008. The esteemed history of each banking institution adds to the drama of the case. Nicholas (“Nick”) William Leeson was the chief trader at the Singapore branch of Barings Bank PLC, while Jerome Kerviel was a low-level trader working in the Paris headquarters of Société Générale. These financial frauds led to bankruptcy for Barings (founded in 1762) and more than $7 billion in losses at Société Générale (founded in 1864). Both of these “rogue traders” did not fit the typical psychological profile of successful traders who are usually educated at top-tier universities, are gregarious, possess a sense of invincibility, work extraordinarily longs hours, are always connected to the market, sleep very little and react with joy or sadness based on the state of the market on a given day. Leeson and Kerviel were both from humble origins and earned degrees at second-tier universities and seemed far removed from the typical high-flying trading elite. The case discusses the career path followed by each trader, the insider knowledge gained along the way, and the lack of oversight that provided opportunities for their fraudulent activities. These frauds are separated by more than thirteen years and many miles geographically, with the Barings fraud taking place in Asia in 1994-1995 and Société Générale in Europe in 2008. It seems that Société Générale failed to learn from the experiences at Barings which occurred many years prior. Discussion is included about the dissimilar impacts each of the rogue trader’s actions had on their respective banks. Questions are raised regarding what went wrong, the lack of operational and managerial controls and how similar frauds can be prevented in the future."
    (2011)
  • "Rogue Traders: Lessons To Be Learned"
    "This case study documents the stories of two “rogue traders’, Nick Leeson of Barings Bank PLC in 1995 and Jerome Kerviel of Société Générale in 2008. The esteemed history of each banking institution adds to the drama of the case. Nicholas (“Nick”) William Leeson was the chief trader at the Singapore branch of Barings Bank PLC, while Jerome Kerviel was a low-level trader working in the Paris headquarters of Société Générale. These financial frauds led to bankruptcy for Barings (founded in 1762) and more than $7 billion in losses at Société Générale (founded in 1864). Both of these “rogue traders” did not fit the typical psychological profile of successful traders who are usually educated at top-tier universities, are gregarious, possess a sense of invincibility, work extraordinarily longs hours, are always connected to the market, sleep very little and react with joy or sadness based on the state of the market on a given day. Leeson and Kerviel were both from humble origins and earned degrees at second-tier universities and seemed far removed from the typical high-flying trading elite. The case discusses the career path followed by each trader, the insider knowledge gained along the way, and the lack of oversight that provided opportunities for their fraudulent activities. These frauds are separated by more than thirteen years and many miles geographically, with the Barings fraud taking place in Asia in 1994-1995 and Société Générale in Europe in 2008. It seems that Société Générale failed to learn from the experiences at Barings which occurred many years prior. Discussion is included about the dissimilar impacts each of the rogue trader’s actions had on their respective banks. Questions are raised regarding what went wrong, the lack of operational and managerial controls and how similar frauds can be prevented in the future."
    Proceedings of Allied Academies Conference (2010)
  • "The Managerial Dilemma In CIO Leadership - Part I: Theory and Discussion"
    International Journal of Knowledge, Culture and Change Management
    This is the first in a set of two papers that examine CIO career success and problems due to variations in management style that arise from fundamental differences among the functioning areas within an information technology (IT) organization. When a candidate assumes the role of CIO, he or she arrives with a baseline of experiences from one of several IT functional areas accompanied by internalized paradigms, ideals, culture, and hard won views and understanding from that part of the organization that has shaped his or her experience. This heterogeneity of technical (and managerial) background fosters intractable managerial problems in CIO leadership for many business organizations.
    (2009) Vol. 9 Page 187-202
  • "The Managerial Dilemma In CIO Leadership - Part II: Case Studies and Implications"
    International Journal of Knowledge, Culture and Change Management
    This is the second of two papers that examine CIO career success and challenges due to variations in management style that arise from fundamental differences among the functioning areas within an information technology (IT) organization. When a candidate assumes the role of CIO, he or she arrives with a baseline of experiences from one of several IT functional areas accompanied by internalized paradigms, ideals, culture, and hard won views and understanding from that part of the organization that has shaped his or her experience. This heterogeneity of technical (and managerial) background fosters intractable managerial issues in CIO leadership for many business organizations.
    (2009) Vol. 9 Page 163-172
  • "Virtual Tutoring: The Case of TutorVista"
    Journal of Cases on Information Technology
    (2009) Vol. 11 Page 45-61
  • "Educational Tutoring Originating in India – An International Response to the “No Child Left Behind” Act"
    Academy of Educational Leadership Journal
    Awareness of the problems faced by the basic educational system in the United States and the resultant mandate for change led to the No Child Left Behind Act of 2001. Provision of supplementary educational services is proposed as a solution under the Act, leading to a new market for tutoring companies. This also led to the creation of a new business model: e-tutoring, or online tutoring. These online tutoring services are also being provided by offshore vendors at competitive rates, employing tutors from various parts of the globe. These new business models raise thought-provoking questions as the American basic educational system experiences unforeseen vulnerabilities resulting from reliance on online tutors from lower wage countries.
    (2009) Vol. 13 Page 53-59
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