Professor of Information Systems Sid Huff

Introduction

Information systems management and strategy

Sid's interests centre on the strategic use of information technology. This encompasses such elements as how companies deploy this technology to support, or shape, their strategic goals; how companies align the use of IT to their business objectives; how senior executives who have to manage this technology think and work; how electronic commerce is impacting business strategy in organisations of all sizes; and, how firms think about the governance of their IT activities.

Sid stepped down as Head of School in 2010 after after nine years in the role, but continues in his role as Professor in Information Systems. He was honoured with an Association for Information Systems (AIS) Fellowship in 2010, which is the premier global organisation for academics specialising in information systems, and this award recognises his outstanding contributions to the Information Systems discipline in terms of research, teaching, and service.

Qualifications

BSc, MSc, MBA, Queens; PhD, MIT

Administrative Responsibilities

• Member of the MIST (Mathematical and Information Sciences and Technology) peer review panel for the 2012 PBRF round
• Member of Victoria's IT Strategy and Oversight Committee (ITSOC)
• Member of Victoria's IT Academic Advisory Group (ITAAG)

Selected Publications

Strode, D., Huff, S., Hope, B., and Link, S., “Coordination in Co-located Agile Software Development Projects” Journal of Systems and Software, Volume 85, Issue 6, June 2012, Pages 1222-1238.

 Schroeder, A., Pauleen, D., and Huff, S., “KM Governance: The Mechanisms for Guiding and Controlling KM Programs,” Journal of Knowledge Management, vol. 16, no. 1, 2012, pp. 3-21.

Strode, D. and Huff, S., “A Taxonomy of Dependencies in Agile Software Development,” Australasian Conference on Information Systems (ACIS 2012), Geelong, Australia, December 2012.

Hoehle, H., Huff, S., and Venkatesh, V., “Validation of an instrument to measure the service-channel fit of electronic banking services,” 2012 European Conference on Information Systems (ECIS 2012), Barcelona, June 2012.

Hooper, V. A., Huff, S. L. & MacDonald, J. (2011). Tana and the handbag: Extending the model of factors influencing the final price in online auctions. In In Lee (Ed.), E-Business application for product development and competitive growth: Emerging technologies (pp. 344-360). USA: IGI Global.

Strode, D., Hope, B. Huff, S. & Link, S. (2011). Coordination effectiveness in an agile software development context. Proceedings of PACIS 2011 (pp. 1-14). Brisbane: Queensland University of Technology.

Cranefield, J., Yoong, P. & Huff, S. (2011). Beyond lurking: the invisible follower-feeder in an online community ecosystem. Proceedings of PACIS 2011 ( pp. 1-16). Brisbane: Queensland University of Technology. [Received a Best Paper Award at PACIS 2011]

Hooper, V., Huff, S. and Thirkell, P., “The Impact of the Alignment between Information Systems and Marketing on Business Performance,” The DATABASE for Advances in Information Systems, 22 pages, February 2010.

Schroeder, A., Pauleen, D., and Huff, S., “Emerging evidence on linkages between KM governance and management strategy: The case of two organizations,” International Journal of Knowledge Management Studies,” vol. 3, no. 1-2, 2009, pp. 4-21.

Scornavacca, E., Huff, S. & Marshall, S. Cellphones in the classroom: If you can’t beat them, join them. Communications of the ACM,  vol.52 no.4, April 2009, pp.142-146

Cranefield, J., Yoong, P. & Huff, S. (2008). Polycontextuality: Driving professional change in online communities of practice. International Conference on Information Systems (ICIS) 2008. Paris, France, December 2008.

Huff, S., Brown, C. (Eds). (2007). ICIS teaching cases. Special Issue of Journal of Information Technology, 22(4), 92pp.

Schroeder, A., Pauleen, D. & Huff, S. (2007). Towards a framework for understanding KM governance. International Conference on Information Systems (ICIS) 2007. Montreal Canada, December 2007. 

Neufeld, D., Fang, Y. & Huff, S. (2007). The IS identity crisis. Communications of the AIS, 9, pp. 447-464.

Richard, J., Thirkell, P. & Huff, S. (2007). The strategic value of CRM: A technology adoption perspective. Journal of Strategic Marketing, 15, pp. 421-439.

Enns, H., Huff, S. & McFarlan, D. (2007). How CIOs can effectively use influence behaviors. MIS Quarterly Executive, 6(1), pp. 29-38.

Lehmann, H., Huff, S. (2007). The information systems academic discipline in New Zealand - 2006. Communications of the Association for Information Systems, 21, 87-103.

Neufeld, D., Fang, Y., Huff, S. (2007). The IS identity crisis. Communications of the Association for Information Systems, 19 , 447-464.

Huff, S., Maher, M. & Munro, M. (2006). Attention deficit: Information technology and Boards of Directors. MIS Quarterly Executive, July.

Scornavacca, E., Barnes, S. & Huff, S. (2006). Mobile business research published in 2000-2004: Emergence, current status and future opportunities. Communications of the AIS, May.

Article:

KM Governance: the mechanisms for guiding and controlling KM programs.

Andreas Schroeder, David J. Pauleen, Sid Huff

J. Knowledge Management 01/2012; 16.

KM governance: the mechanisms for guiding and controlling KM programs  

Andreas Schroeder, David Pauleen, Sid Huff

Purpose – This paper aims to establish and sustain the KM programs organisations need to establish mechanisms to ensure their governance. KM programs require business integration, senior management involvement and decision making authority. The present research aims to investigate the KM governance mechanisms organisations use to guide and control their KM programs. The research seeks to contribute to a better understanding of the governance of KM and to support organisations in the development of their KM programs. Design/methodology/approach – The study employs multiple case research methodology to analyse the KM governance arrangements of 12 international organisations and identify patterns in their governance configurations. Findings – The analysis identifies a range of structural, process and relational mechanisms that are critical for governing an organisational KM program. Different patterns among the KM governance mechanisms are identified which lead to the development of generic KM governance typologies. Research limitations/implications – The development of the KM governance framework allows future research to systematically investigate the KM governance phenomenon. As the present study is based on a configurational analysis, future research should particularly target the performance implications of different KM governance configurations. Practical implications – The research provides insights into the diversity of KM governance mechanisms and their impact on a KM program. The KM governance framework can assist managers in reviewing their present and prospective KM programs and thereby support benchmarking or re-organisation efforts. Originality/value – Building on prior research that has focused on individual KM governance aspects, the present study adopts a comprehensive perspective integrating structural, process and relational governance mechanisms.

Journal: Journal of Knowledge Management , vol. 16, no. 1, pp. 3-21, 2012

Source: DBLP

Conference Proceeding: Towards a Framework for Understanding KM Governance.

Andreas Schroeder, David J. Pauleen, Sid Huff

Proceedings of the International Conference on Information Systems, ICIS 2007, Montreal, Quebec, Canada, December 9-12, 2007; 01/2007

Article: KM governance: investigating the case of a knowledge intensive research organisation.

Andreas Schroeder, David J. Pauleen

J. Enterprise Inf. Management. 01/2007; 20:414-431.

Article: The emergence of KM Governance in a knowledge intensive research organisation

Andreas Schroeder, Phd Student, David J Pauleen, Senior Lecturer

[show abstract]