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713-522-7911

Dr. Charles Davis Professor; Cameron Endowed Chair of Management & Marketing
Management & Marketing
713/525-3528
ckdavis@stthom.edu

Degrees

  • Doctor of Philosophy - Business Administration - University of Houston (1986)
  • Master of Business Admin - Business Administration - Columbia University (1974)
  • Master of Arts Teaching Math - Harvard University (1969)
  • Bachelor of Science - Mathematics - Oklahoma State University (1967)

Publications

  • "Beyond Data and Analysis: Why Business Analytics and Big Data really matter for modern business organizations "
    Communications of the ACM
    (2014) Vol. 57 Page 3
  • "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
  • "Unified Communications and Collaboration at Exxon/Mobil"
    Southwest Decision Sciences Institute (2011)
  • "Review of BUILDING SERVICE-AWARE NETWORKS: THE NEXT-GENERATION WAN/MAN"
    Review of "BUILDING SERVICE-AWARE NETWORKS: THE NEXT-GENERATION WAN/MAN by Khan, M. Old Tappan, NJ: CISCO Press, 2009. Full text available at Web Address above.
    ACM's Computing Reviews (2010)
  • "Review of NETWORK INFRASTRUCTURE SECURITY"
    Review of "NETWORK INFRASTRUCTURE SECURITY by Wong A.& Yeung A. New York, NY: Springer Publishing Company, Inc., 2009 in Association for Computing Machinery's Computing Reviews, August, 2009. Full text available at Web Address above.
    ACM's Computing Reviews (2009)
  • "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
  • "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
  • "Review of GUIDE TO BIOMETRIC REFERENCE SYSTEMS AND PERFORMANCE EVALUATION"
    Review of "GUIDE TO BIOMETRIC REFERENCE SYSTEMS AND PERFORMANCE EVALUATION by Petrovska-Delacrtaz D., Chollet G., & Dorizzi B., New York, NY: Springer Publishing Company, Inc., 2009 in Association for Computing Machinery's Computing Reviews, June, 2009. Full text available at Web Address above.
    ACM's Computing Reviews (2009)
  • "Review of DEPENDABILITY BENCHMARKING FOR COMPUTER SYSTEMS"
    Review of "DEPENDABILITY BENCHMARKING FOR COMPUTER SYSTEMS by Kanoun, K., & Spainhower, L. New York, NY: Wiley-IEEE Computer Society Press, 2008 in Association for Computing Machinery's Computing Reviews, January, 2009. Full text available at Web Address above.
    ACM's Computing Reviews (2009)
  • "Review of HIGH ASSUREANCE SERVICES COMPUTING"
    Review of "HIGH ASSUREANCE SERVICES COMPUTING by Dong, J., Paul, R., & Zhang, L. New York, NY: Springer Publishing Company, Inc., 2009. Full text available at Web Address above.
    ACM's Computing Reviews (1900)
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