A case study is a particular method of qualitative research. Rather than using large samples and following a rigid protocol to examine a limited number of variables, case study methods involve an in-depth, longitudinal examination of a single instance or event: a case. They provide a systematic way of looking at events, collecting data, analyzing information, and reporting the results. As a result the researcher may gain a sharpened understanding of why the instance happened as it did, and what might become important to look at more extensively in future research. Case studies lend themselves especially to generating (rather than testing) hypotheses.
Rogers, in Business Analysis for Marketing Managers (1978) distinguishes case studies from case histories and projects. He describes a case history as an event or series of events set in an organisational framework with or without a related environment. The events are described in some detail with the main and subsidiary points highlighted. Actions taken by subjects in the case are described; reactions, responses and effects on other subjects are related, and events taken to a conclusion or to a point that is irreversible. Medical cases are typical of the category. Symptoms are described, probable and possible causes suggested, treatment recommended, prognosis recorded, and the date when the patient was discharged or buried.
He defined the case study as also describing events in a framework within an environment. The problems are not always highlighted or even made clear; they emerge as the case material is subjected to analysis. A conclusion is not necessarily stated nor is the situation reached in the case irreversible. It is usually possible to ‘take over’ operations at a suitable point in the role of an external adviser or from a position in the case. Most business cases fall into this category.
The case project is a series of diverse continuous events, set in an organizational framework and normally in a well-defined environment. Those studying the case are led to a specific point in time and circumstance where they become a ‘participant’ in the case. They may be asked to assume the role of a person in the case, appointed to a particular vacancy, or to advise from the position of an external consultant. The role is made explicit and it is from that viewpoint that analysis, views, arguments and recommendations must be made; there is thus a behavioural aspect introduced. If placed in the position of a newly appointed middle manager, responses and suggestions are likely to be different from those of an external consultant. Rogers developed the case project in 1966 for the Chartered Institute of Marketing’s diploma final open book examination. To avoid pre-prepared scripts being submitted, the examination paper progressed the case by several months from when it was published, introducing new material. This required candidates to modify the analyses and conclusions already reached and write a true examination room report.
The presentation of illustrative case studies may involve some pitfalls. Such studies require presentation of in-depth information on each illustration; but the researcher may lack time on-site for in-depth examination. The most serious problem involves the selection of instances. The case(s) must adequately represent the situation or program. Where significant diversity exists, no single individual site may cover the field adequately.
The greatest pitfall in the exploratory study involves premature conclusions: the findings may seem convincing enough for inappropriate release as conclusions. Other pitfalls include the tendency to extend the exploratory phase, and inadequate representation of diversity.
Inadequate specification of the evaluation question forms the most serious pitfall in this type of study. Correct application of the critical instance case study crucially involves probing the underlying concerns in a request.
Good program implementation case studies must invest sufficient time to obtain longitudinal data and breadth of information. They typically require multiple sites to answer program implementation questions; this imposes demands on training and supervision needed for quality control. The demands of data management, quality control, validation procedures, and analytic modelling (within site, cross-site, etc.) may lead to cutting too many corners to maintain quality.
The techniques for ensuring sufficient comparability and quality and for aggregating the information constitute the "cumulative" part of the methodology. Features of the cumulative case study include the case survey method (used as a means of aggregating findings) and backfill techniques. The latter aid in retrospective cumulation as a means of obtaining information from authors that permits use of otherwise insufficiently detailed case studies.
Opinions vary as to the credibility of cumulative case studies for answering program implementation and effects questions. One authority notes that publication biases may favor programs that seem to work, which could lead to a misleading positive view (Berger, 1983). Others raise concerns about problems in verifying the quality of the original data and analyses (Yin, 1989).
The use of case studies for the creation of new theory in social sciences has been further developed by the sociologists Barney Glaser and Anselm Strauss who presented their research method, Grounded theory, in 1967.
The popularity of case studies as research tools has developed only in recent decades. One of the areas in which case studies have been gaining popularity is education and in particular educational evaluation. Some of the prominent scholars in educational case study are Robert Stake and Jan Nespor (see references). Case studies have, of course, also been used as a teaching method and as part of professional development. They are well-known in business and legal education. The problem-based learning (PBL) movement is one of the examples. When used in (non-business) education and professional development, case studies are often referred to as critical incidents (see David Tripp in references).
History of Business Cases. - When the Harvard Business School was started, the faculty quickly realized that there were no textbooks suitable to a graduate program in business. Their first solution to this problem was to interview leading practioners of business and to write detailed accounts of what these managers were doing. Of course the professors could not present these cases as practices to be emulated because there were no criteria available for determining what would succeed and what would not succeed. So the professors instructed their students to read the cases and to come to class prepared to discuss the cases and to offer recommendations for appropriate courses of action. Basically that is the model still being used. See a critique of this approach.
The case study offers a method of learning about a complex instance through extensive description and contextual analysis. The product articulates why the instance occurred as it did, and what one might usefully explore in similar situations.
Case studies can generate a great deal of data that may defy straightforward analysis. For details on conducting a case study, especially with regard to data collection and analysis, see the references listed below.
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