Aineettomaan pääomaan kohdistetut mittarit ovat vielä tuloillaan. Asioita mitataan vielä hyvin tuloslähtöisesti prosessilähtöisyyden sijaan. Tämä tarkoittaa ongelmia reagoinnin kohdistamisessa, koska mittareista ei käy välttämättä ilmi ongelman aiheuttajaa, eikä korjaustoimenpiteiden kohdistaminen ole siten suoraviivaista. Johtamisen kannalta olisi kuitenkin tärkeä ymmärtää, mitkä yrityksen voimavarat ovat mahdollistaneet asiakasarvon synnyn, jotta yritystoimintaan tehdyt muutokset keskimäärin lisäisivät asiakasarvoa. Eräs jatkotutkimuksen kohde olisi viedä tässä tutkimuksessa testattua mallia pidemmälle esimerkiksi yksittäisen yrityksen toimintaympäristössä ja pyrkiä luomaan aineettoman pääoman mittaamiseen optimoituja mittareita.
Toinen jatkotutkimusaihe olisi laajentaa tutkimuskenttää johonkin muuhun toimialaan.
Tämä tutkimus keskittyi pakkausteollisuuteen ja erityisesti pakkaussuunnitteluprosessin arvoverkostoon. Muiden toimialojen ominaispiirteet voisivat tuoda lisävalaistusta tässä tutkimuksessa löydettyihin aineettoman pääoman tekijöihin.
Liiketoiminta tapahtuu usein arvoverkostoissa. Kuitenkin tässäkin tutkimuksessa käydyt keskustelut korostivat, että yritysten operatiivinen toiminta rajoittuu usein lähimpiin toimijoihin. Taloudelliset reunaehdot toimivat usein rajoitteina laajemmalle yhteistoiminnalle, koska yrityksissä ei ole ylimääräistä kapasiteettia tämänkaltaiseen kehittämiseen. Yhden toimijan laajamittainen tarkastelu voisi osoittautua hedelmälliseksi:
arvoverkostosta irrotettujen toimijoiden sijaan voitaisiin tutkia arvoverkostojen rakennetta ja toimintaa erityisesti yhden yrityksen, esimerkiksi pakkaajan tai pakkausvalmistajan, näkökulmasta.
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