Stephen King

Director MSc Enterprise & MSc Business Management (Germany), Centre for Enterprise and Entrepreneurship Studies, Management Division
Senior Lecturer in Information Management

Email:
sfk@lubs.leeds.ac.uk
Telephone:
+44 (0)113 343 4462
Categories:
Centre for Enterprise and Entrepreneurship Studies, Staff, Academic, Management, Research Centres, Divisions
Location:
G.20 Charles Thackrah
Profile

Qualifications

PhD in Information Systems, University of Warwick
MPhil in Artificial Intelligence, University of Bradford
BTech (Hons) in Computing, University of Bradford

Experience

1994-date Lecturer then Senior Lecturer in Information Management, Leeds University Business School, University of Leeds
1990-1993 Senior Research Fellow & Business Analyst, Rover Advanced Technology Centre, University of Warwick.
1986-1989 Lecturer in Computer Science, School of Computing, University of Bradford.
1984-1985 Software Engineer, Systems Designers Ltd., Fleet, Hampshire.

Dr Stephen King BTech, MPhil, PhD (Warwick) is a senior academic and experienced manager. Before joining the University of Leeds he worked as a business analyst for Rover cars and a Senior Research Fellow at the Advanced Technology Centre, University of Warwick. Even further back he has worked as a programmer for large software houses on banking and communications systems and as a lecturer in Computer Science at Bradford University – where he developed a taste for teaching and research. So he is a “techie” turned manager and academic with a passion for technology and its impact on organisations.

Stephen has held a number of senior roles in the Business School in recent years – most notably as Head of Management Division (the largest division) and as MBA Director. As MBA Director he introduced many innovations including team-based Business Challenges, International Study Tours, Business Simulations, Business Awareness programmes, and re-vitalised the network of firms offering company-based summer projects. He created the first MBA in Information Management in the UK which uniquely was supported by the global software giant SAP – providing students not only with a world-class MBA education but also a parallel consultancy education run by SAP. In 2007 Stephen founded the Leeds MSc in Business Management run in conjunction with the German Graduate School of Management and Law in Heilbronn, near Stuttgart in Southern Germany. This prestige programme attracts aspiring managers from all over Germany and from major firms including IBM, VW, Audi, KPMG, Bosch, Siemens and many more.

Stephen considers himself an “academic entrepreneur” and was once described as an “impresario” for his innovative work on the MBA. He is passionate about engaging students with exciting new developments, often technology-related, but always relevant to their careers and their growth as professionals and managers. He is a firm believer in the mantra of MBA pioneer Professor Srikant Datar at Harvard that education should be about three things: “Knowing”, “Doing”, and “Being”. He strives to ensure that all students that work with him grow in all three dimensions.

Research

My research interests are concerned with the adoption of new technology by organisations and the impacts therein. Specifically, in recent years, projects have looked at large-scale IT system implementation (ERP and CRM), e-government, and e-health.

The e-health work focused on telecare and involved the evaluation of the UK?s largest telecare system showing both benefits to patients and the many barriers to more widespread adoption. Alongside this work, there has been a stream of work looking more broadly at co-production and its potential to improve patient care.

The e-government work included social network analysis of local government projects and the use of social media to improve local government services. This work was presented at the Kennedy School of Government, Harvard University and led to the author chairing two major international conferences on citizen-centric public services: in Johannesburg, and in London.

New work includes exploring the adoption and impact of social media in professional services firms; helping to launch start-up social media businesses; and the role of virtual communities for knowledge sharing and professional development.

Teaching

Director of the MSc Enterprise programme.

Director of the MSc Business Management programme delivered at the German Graduate School of Management & Law, Heilbronn, Germany

LUBS5530M Project module leader, MSc Enterprise
LUBS5529M Research Methods and Enterprise project module leader, MSc Enterprise
LUBS5525M Enterprise Awareness and New Venture Creation module teacher, MSc programmes
LUBS5251M Project module leader, MSc Business Management (Heilbronn)
LUBS3009 Social Networking and New Venture Creation, UG Programmes

Responsibilities

External Examining

External examiner on the MBA programme at Exeter University Business School, 2014 onwards. 

External examiner on the undergraduate Management programmes at Hull University Business School, 2007-2011. 

Management Responsibilities

Director of the MSc Enterprise programme.

Director of the MSc Business Management delivered at the German Graduate School of Management & Law, Heilbronn, Germany

Director of the Leeds MBA Programme, 2009-2013

Head of the Management Division, Leeds University Business School, 2007-2009

Publications

King S. and Lockett N. 2015.  The Value of Social CRM in Small Professional Services Firms.  ISBE2015, Glasgow, 11-12 November 2015. 

King S.F. 2010.  Citizen-centric Public Services: Where's the "T"?,  Keynote presentation to the Transforming Government Workshop 2010, 18-19 March, Brunel University, London.

Crocker T., Johnson O. and King S.F.  2009.  The Suitability of Care Pathways for Integrating Processes and Information Systems in Healthcare, Transforming Government: People, Process and Policy, 3(3):289-301.

King S.F.  2009.  Innovation Processes for Delivering Citizen-centric Local E-government, in Reddick C. (ed.) Handbook of Research on Strategies for Local E-Government Adoption and Implementation: Comparative StudiesIGI Global, Hershey, Pennsylvania.

King S.F. and Burgess T.F.  2008.  Understanding Success and Failure in Customer Relationship Management, Industrial Marketing Management, 37(4):421-431.

King S.F. 2008. Using the Internet to Voice Local Public Service Concerns, e-govmonitor, 18 February 2008. Paper viewable online at: http://www.egovmonitor.com/node/17206.

King S.F. and Brown P. 2007. Fix My Street or Else: Using the Internet to Voice Local Public Service Concerns, Proceedings of the 1st International Conference on Theory and Practice of Electronic Governance (ICEGOV2007), Macao, China, 10-13 December 2007.

Crocker T.F., Johnson O.A. and King S.F. 2007. Towards a Formalisation of Care Pathways to Embody Good Practice in Healthcare, Proceedings of eGovernment Workshop ’07 (eGOV07), Leeds, 12 September 2007.

Cotterill S. and King S.F. 2007. Public Sector Partnerships to Deliver Local E-Government: A Social Network Study, Proceedings of the 6th International Conference on Electronic Government (EGOV2007), Regensburg, Germany, 3-7th September 2007.

King S.F. and Cotterill S. 2007.Transformational Government? The Role of Information Technology in Delivering Citizen-Centric Local Public Services, Local Government Studies, 33(3):333-354.

King S.F. 2007.Citizens as Customers: Exploring the Future of CRM in UK Local Government, Government Information Quarterly, 24(1):47-63.

Burgess T.F., Shaw N.E. and King S.F. 2006. Convergence Of Operations And Information Management: Reflections On Pedagogical Experiences, Proceedings of EurOMA 2006, Glasgow, 18-21 June 2006.

Cotterill S. and King S.F. 2006. The Role of Social Networks in the Development of English Local E-Government, Proceedings of the 56th Political Studies Association Conference, Reading University, April 2006.

King S.F. and Johnson O.A. 2006. VBP: An Approach to Modelling Process Variety and Best Practice, Information and Software Technology, 48:1104-1114.

King S. F. and Burgess T.F. 2006. Beyond Critical Success Factors: A Dynamic Model of Enterprise System Innovation, International Journal of Information Management, 26:59-69.

Johnson O.A. and King S.F. 2005. Best Practice in Local E-Government: A Process Modelling Approach, Proceedings of the eGovernment Workshop 2005 (eGov05), Brunel University, September 2005.

King S.F. 2005. Citizen Relationship Management: the Rocky Road from Transactions to Empowerment, e-govmonitor, 23 May 2005. Paper viewable online at: http://www.egovmonitor.com/node/1055.

King S.F. and Burgess T.F. 2005. Understanding CRM Success Factors: Towards a Simulation Model, Proceedings of the 10th UK Academy for Information Systems Conference, Newcastle, March 2005.

Johnson O.A. and King S.F. 2005., Proceedings of the 10th UK Academy for Information Systems Conference, Newcastle, March 2005.

King S.F. 2005. Citizen Relationship Management: the Rocky Road from Transactions to Empowerment, Proceedings of the 10th UK Academy for Information Systems Conference, Newcastle, March 2005.

King S.F. and Burgess T.F. 2004. Modelling the Dynamics of ERP Innovation, Proceedings of the 5th We-B Conference (Working with E-Business), Perth, Western Australia, 25-26 November 2004.

King S.F. and Johnson O.A. 2004. Understanding process variety and best practice in local e-government, Proceedings of the 5th We-B Conference (Working with E-Business), Perth, Western Australia, 25-26 November 2004.

King S F and Liou J-S. 2004. A Framework for Internet Channel Evaluation, International Journal of Information Management, 24:473-488.

King S F, Li Y.C. and Ramdani B. 2004. CRM Pathfinders in Local Government: Benefits and Barriers to Uptake, Proceedings of the 9th UK Academy for Information Systems Conference, Glasgow, May 2004

King S F and Liou J-S. 2004. A Framework for Internet Channel Evaluation, Proceedings of the 9th UK Academy for Information Systems Conference, Glasgow, May 2004.

Selected earlier publications

Johnson M., King S.F. and Carter M.J. 2001. Critical Success Factors for eMarketplaces, Proceedings of BIT2001, Manchester, 30-31 October, 2001.

King S F, Aisthorpe P J, 2000. Re-engineering in the face of a merger: soft systems and concurrent dynamics, Journal of Information Technology, Volume 15, pp.165-179, 2000.

King S F, 2000. Building systems and organisations from components, Information Systems Review, Volume 1, pp. 109-124, 2000.

Jones T, King S F, 1998. Flexible systems for changing organizations: implementing RAD, European Journal of Information Systems, Volume 7, pp.61-73, 1998.

King S F, 1996. CASE tools and organizational action, Information Systems Journal, Volume 6, pp.173-194, 1996.

King S F, Galliers R D, 1994. Modelling the CASE process: empirical issues and future directions, Information and Software Technology, Volume 36(10), pp.587-596, 1994>

King S F, Layzell P, Williams S, 1994. CASE 2000 Special Edition, Software Engineering, pp.1-50, 1994.

Read more about: