Building Theory from Case Study Research

Abstract

Synopsis

This chapter provides a new definition for case study research (CSR). Achieving a deep understanding of processes and other concept variables, such as participants' self perceptions (an “emic view” of what's happening and “why I did what I did”) of their own thinking processes, intentions, and contextual influences, is identified as the principal objective of CSR. Using multiple methods to “triangulate” (i.e., confirm and deepen understanding by using multiple sources all focusing on the same process/event) within the same case is described.

This chapter describes core criticisms made by case study researchers of large sample surveys. A need exists for a paradigm shift in research on organizational behavior (including modeling the history of new product performance). The chapter outlines the significant weaknesses of CSR as seen by other researchers. The chapter examines Senge's (1990) core propositions related to the “mental models” of decision participants. Details illustrate the use of specific research methods for case studies to achieve different research objectives and the combination of objectives. Finally, the chapter illustrates basic concept variables in case studies and briefly reviews twelve propositions relevant in many case research studies. This chapter reviews classic and recent contributions to the literature of CSR.

Citation

Woodside, A.G. (2016), "Building Theory from Case Study Research", Case Study Research, Emerald Group Publishing Limited, Leeds, pp. 1-16. https://doi.org/10.1108/978-1-78560-461-420152014