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218 MANAGING KNOWLEDGE WORK AND INNOVATION

recent conference presentation by the ERP consultant, Sandy Corbett. Initiated the
present event.
2. Chris Duncan: Financial Director. Knows about the turnover and profitability of
the firm. Tough on the payback of proposals. Suspicious of any control system not
under the Financial Director’s direct control.
3. Jan Pettigrew: Operations Director. Worked entirely within the furniture industry,
and believes it to be unique and distinct. Took a course about ERP but unsure
whether it would work in Oaklands.
4. Rowan Gregory: Chief Designer. Ambitious to promote a quality ‘Oakland’s style’.
Technologically progressive but concerned that ERP might restrict the design
scope and force excessive standardization.
5. Sam Newton: Sales and Distribution Manager. Responsible for sales and cus-
tomer care, and worried about the company’s present bad image over delivery
times.
6. Jo Armstrong: Purchasing Manager. Responsible for maintaining adequate stocks
of quality timbers. Also knows something about just-in-time.
7. Robin Johnston: Production Scheduler. Time-served, with excellent intuitive judge-
ment but sceptical about computer-based systems. Are they going to make the
scheduler’s special skills redundant?
8. Jean Lamont: Systems Administrator. Knows about the existing computer systems
and about data-handling practicalities. Very enthusiastic about ERP but might
leave a ‘time bomb’ if not respected.
9. Sandy Corbett: Outside Consultant. Knowledgeable about the ERP approach. Does
not directly sell software but can recommend a supplier. Knows little about the
furniture industry but believes that any manufacturing environment would benefit
from ERP software and its philosophy for production planning.
To perform the role-play in syndicate groups you should go now to pp. 219 to see your
tutor-allocated role brief in full (note: you only need to read and prepare your own role
brief for the role-play).

>> QUESTIONS

Having performed the role-play, syndicate groups can discuss the following
question:
1. What were the main barriers to knowledge sharing and integration and what specific
approaches to managing knowledge could be introduced to overcome these?
2. Did everyone agree on the decision that was taken? If not why not?
3. Which view of innovation in this chapter (linear, process, practice) helped you best
understand the decision?

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