Where innovation starts
Drs. Freek Hermkens CMC
April 2014
Process Optimisation and
Middle Management
Background informati...
Content
Freek Hermkens
• Objective and preliminary question
• Preliminary approach
• Design science approach
• Research fr...
Objective:
Understanding the relationship between the role of the middle
manager and continuous Improvement (Lean)
• Insig...
Design science approach
• Develop model
• Describe model 1.0 (conceptual framework)
• Test model 4 case studies (casus com...
Research framework
Case
(positive)
Theoretical
framework
(concept)
Model 1.0
Systematic
literature
review
(A) (B)
Theoreti...
A) Systematic literature review
• Landscape map of the literature on CI and MM
• Overview of the different themes within t...
Continuous improvement
• CI Tools
• Use of CI tools
• Leadership
• Sustainability
• Critical success
factors for
implement...
Wilber Integral Theory
Freek Hermkens
Setup further research
Freek Hermkens
B) Case studies
 Approach
• Use 4 case studies
• 2 successful cases
• 2 less successful cases (failures)
• Cases that alr...
Background
 A case study is an empirical inquiry that
• Investigates a contemporary phenomenon within its real-life
conte...
Basic types of Designs
Context
Case
Context
Case
Embedded
Unit of
Analysis 1
Embedded
Unit of
Analysis 2
Context
Case
Cont...
Embedded vs. Holistic Designs
 Holistic design
When no logical subunits can be identified.
study might be conducted on ...
C) Theoretical framework
 Approach
• Adjustments to the theoretical framework based on findings
• Case studies to be sele...
D) Analysis
 Approach
• Review the different case studies, focusing on:
• similarities and differences
• Hypotheses being...
For more information
Freek Hermkens
F.J.A.hermkens@tue.nl
Freek Hermkens
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Research set up freek hermkens

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Research set up freek hermkens

  1. 1. Where innovation starts Drs. Freek Hermkens CMC April 2014 Process Optimisation and Middle Management Background information research
  2. 2. Content Freek Hermkens • Objective and preliminary question • Preliminary approach • Design science approach • Research framework • Systematic literature review • Researches themes • Wilber Integral Theory • Setup further research • Case studies • Theoretical framework • Analysis
  3. 3. Objective: Understanding the relationship between the role of the middle manager and continuous Improvement (Lean) • Insight increases the likelihood of successfully implementing continuous improvement (Lean) How and to what extent does middle management influence continuous improvement of organizations in the financial service industry? Objective and Preliminary question Freek Hermkens
  4. 4. Design science approach • Develop model • Describe model 1.0 (conceptual framework) • Test model 4 case studies (casus come from already executed projects) • Describe Instrument model 2.0 • Testing model within project/ casus (testing during the executing of a project (new)) • Final version theoretical framework Freek Hermkens
  5. 5. Research framework Case (positive) Theoretical framework (concept) Model 1.0 Systematic literature review (A) (B) Theoretical framework Model 2.0 Case (positive) Case (negative) Case (negative) Case 1 Case 2 Case 3 Case 4 (c) (D) Final version theoretical framework Freek Hermkens
  6. 6. A) Systematic literature review • Landscape map of the literature on CI and MM • Overview of the different themes within the CI en MM literature • Insight in relation between CI and MM as described in current literature (if applicable) • Result: Landscape map linked to the theoretical framework to be reviewed in the case studies Freek Hermkens
  7. 7. Continuous improvement • CI Tools • Use of CI tools • Leadership • Sustainability • Critical success factors for implementation CI / Lean • Culture • Potential Pitfalls • Lean leadership Middle Management • Downsizing • Empowerment • Implementing change • TQM • Performance management en Quality improvement Research themes Freek Hermkens
  8. 8. Wilber Integral Theory Freek Hermkens
  9. 9. Setup further research Freek Hermkens
  10. 10. B) Case studies  Approach • Use 4 case studies • 2 successful cases • 2 less successful cases (failures) • Cases that already have been executed (retrospective study) • Use semi-structured interviews to look back at the results • Test conceptual theoretical framework  Results • Insight in factors that contributed to success and failure of continuous improvement and role of middle management in this • Sharpening and deepening the theoretical framework • This will provide the basis for phase C Freek Hermkens
  11. 11. Background  A case study is an empirical inquiry that • Investigates a contemporary phenomenon within its real-life context, especially when • the boundaries between phenomenon and context are not cleraly evident  Single vs. Multiple case • Single case appropriate in certain conditions • Multiple case design better in general  Embedded vs. Holistic • Holistic = one unit of analysis • Emdedded = several units of analysis Freek Hermkens
  12. 12. Basic types of Designs Context Case Context Case Embedded Unit of Analysis 1 Embedded Unit of Analysis 2 Context Case Context Case Context Case Context Case Context Case Context Case Context Case Context Case U1 U2 U1 U2 U1 U2 U1 U2 Embedded (multiple units of analysis) Holistic (single unit of analysis) Single-case Designs Multiple-case Designs Yin 2009 Freek Hermkens
  13. 13. Embedded vs. Holistic Designs  Holistic design When no logical subunits can be identified. study might be conducted on a too abstract level Research question slippage  Embedded design  Avoids slippage  Extensive analysis  Might focus too much on subunits, loses higher level (holuistic) aspects Freek Hermkens
  14. 14. C) Theoretical framework  Approach • Adjustments to the theoretical framework based on findings • Case studies to be selected for applying the theoretical framework during an implementation (forward looking) • Will these be done in parallel, or one after another (to be decided. Advantage of last approach is the possibility of adjustment during the research)  Results • Findings from forward-looking case studies • Adjusted theoretical framework Freek Hermkens
  15. 15. D) Analysis  Approach • Review the different case studies, focusing on: • similarities and differences • Hypotheses being confirmed and not confirmed (why not? What can we deduct from that?) • Apply the findings to the theoretical framework: where does it have to be adjusted, what needs to be further investigated, what are the limitations? -> research implications • What can managers, consultants etc. learn from this research? -> practical implications  Results • Conclusions from the research • Final theoretical framework • Implications for further research • Implications for practitioners Freek Hermkens
  16. 16. For more information Freek Hermkens F.J.A.hermkens@tue.nl Freek Hermkens

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