INSEAD Library

Includes bibliographical references and index

Digitized

Learning From Case Studies Contents Preface 1. The Case Method 1.1 1.2 1.3 1.4 The case Ways in which cases are used Skills developed by the case method Learning problems with the case method xi 1 1 2 5 7 2. A Step by Step Approach 2.1 Rationale 2.2 The seven steps 2.3 Using this approach 9 9 9 11 3. Step One: Understanding the Situation (I) 3.1 Case examples 3.2 Initial reading 3.3 Organizing the information 3.3.1 Objectives 3.3.2 Indexing 3.3.3 Restructuring 13 13 19 19 19 20 20 3.3.4 3.3.5 3.3.6 3.3.7 Extending Summarizing Relating Highlighting 22 24 27 31 4. Step One: Understanding the Situation (II) 4.1 Evaluating the information 4.1.1 Objectives 4.1.2 Precision 4.1.3 Improving precision and filling gaps 4.1.4 Validity 4.1.5 Extrapolating from the information 4.2 Guide to use 33 33 33 33 34 37 39 41 5. Step Two: Diagnosing the Problems (I) 5.1 Example case -- Spanline Engineering 5.2 Problems, opportunities and threats 5.3 Listing problems 5.3.1 Explicit problems 5.3.2 Implicit problems 5.3.3 Future problems 5.3.4 Problems for whom? 5.3.5 Problem listing for Spanline 43 43 47 49 49 52 54 55 58 6. Step Two: Diagnosing the Problems (II) 6.1 Understanding problem areas 6.1.1 Structuring problem areas 6.1.2 Developing problem areas 6.1.3 Stating the problems 6.2 Choosing problem areas 6.3 Guide to Use 60 60 61 66 72 74 75 7. Step Three: Creating Alternative Solutions 7.1 Example case -- Traidcraft Ltd. 7.2 Problems and solutions 7.3 Sources for solutions 7.3.1 Experience and knowledge 7.3.2 Academic disciplines 7.3.3 Creativity techniques 7.4 Solution listing 7.5 Organizing solutions 7.5.1 Evaluation cycles 7.5.2 Solution trees 77 77 79 82 82 83 84 87 89 89 89 7.5.3 The pruning approach 7.5.4 Simplifying 7.5.5 Clarifying 7.6 Guide to use 92 95 95 97 99 99 102 103 110 114 115 115 120 122 126 128 129 132 136 136 141 141 142 143 147 148 148 151 155 156 156 158 158 159 159 160 161 8. Step Four: Predicting Outcomes 8.1 Example case -- Rubacem (UK) Ltd. 8.2 Into the evaluation cycle 8.3 Listing possible outcomes 8.4 Estimating outcome likelihoods 8.5 Guide to use 9. Step Five: Choosing Among Alternatives (I) 9.1 Example case -- Quantock Plastics Ltd. (B) 9.2 Evaluation 9.3 Sources of values 9.4 Pros and Cons listing 9.5 Modified by likelihood differences . . . 9.6 . . !and modified by importance ratings 9.7 A single choice criterion 10. Step Five: Choosing Among Alternatives (II) 10.1 Multiple choice criteria 10.2 Methods of choosing using multiple criteria 10.2.1 The choice problem 10.2.2 Hurdles and ditches 10.2.3 Weighing overall performances 10.3 Guide to use 11. Step Six: Rounding Out the Analysis 11.1 Detailing 11.2 Contingency planning 11.3 Guide to use 12. Step Seven: Communicating Results (I) 12.1 Introduction 12.2 Decide aims 12.2.1 Educational aims 12.2.2 Assessment aims 12.2.3 Social aims 12.2.4 Choosing among aims 12.3 Analysis -- to whom? 12.3.1 Audiences and their characteristics 12.3.2 Choice of audience 12.3.3 Researching audiences 12.3.4 Reaching audiences 12.4 Analysis -- who? 12.4.1 Individual presentations 12.4.2 Group presentations 12.5 Feedback -- to what effect 12.5.1 Timing and level of feedback 12.5.2 Sources and kinds of feedback 12.5.3 What feedback to collect 161 162 163 163 163 164 165 167 168 168 169 170 170 170 171 173 176 176 183 184 185 190 192 192 193 13. Step Seven: Communicating Results (II) 13.1 Introduction 13.2 Case discussion 13.2.1 Case discussion -- preparation 13.2 .2 Case discussion -- execution 13.3 Oral presentations 13.3.1 Oral presentations -- preparation 13.3.2 Oral presentations -- execution 13.4 Written analysis of cases 13.4.1 Written analysis of cases -- preparation 13.4.2 Written analysis of cases -- execution 13.5 Case examinations 13.5.1 Case examinations -- preparation 13.5.2 Case examinations -- execution 14. Getting the Most out of Case Studies Further Reading Index 195 198 201