6. CONCLUSIE EN DISCUSSIE
6.4. Suggesties voor vervolgonderzoek
In het onderzoek is naar voren gekomen dat er vanuit de ingezette invloedstechnieken twee categorieën middle managers zijn te onderscheiden: categorie één gebruikt en combineert alle technieken in beïnvloedingsinterventies en is hier bewust mee bezig; categorie twee maakt hoofdzakelijk gebruik van combinaties van de meest gebruikte technieken. Interessant vervolg onderzoek zou zijn of er verschillen zijn in effectiviteit en gerealiseerde resultaten tussen de twee categorieën.
Voor dit onderzoek zijn middle managers gevraagd naar ervaringen die deels in het verleden hebben plaatsgevonden. Om beslissingen en situaties uit het verleden terug te halen brengt onbetrouwbaarheid met zich mee.
Interessant onderzoek zou kunnen zijn om real time door middel van een longitudinale studie middle managers in lean transformatie processen te volgen om meer gedetailleerde informatie te verzamelen over de beslissingen die worden genomen en het vaststellen van de effecten op de verschillende stakeholders.
Er kunnen verschillende redenen en aanleidingen zijn om de lean filosofie als business strategie te adopteren. Zijn er verschillen in de aanpak, intensiteit, volgorde en dergelijke die gerelateerd kunnen worden aan de intensiteit van de noodzaak tot veranderen?
Continu verbeteren is voor dit onderzoek ondergebracht in de nieuwe reguliere situatie. Het continu verbeteren van processen neemt een belangrijke plaats in binnen de lean filosofie. Welke vaardigheden heeft het middle management nodig om de organisatie en zijn/haar team verder te helpen in het realiseren van blijvende veranderingen?
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