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Issue 5(1), October 2010 -- Paper Abstracts

Girard  (p. 9-22)

Cooper (p. 23-32)

Kunz-Osborne (p. 33-41)

Coulmas-Law (p.42-46)

Stasio (p. 47-56)

Albert-Valette-Florence (p.57-63)

Zhang-Rauch (p. 64-70)

Alam-Yasin (p. 71-78)

Mattare-Monahan-Shah (p. 79-94)

Nonis-Hudson-Hunt (p. 95-106)

JOURNAL OF MANAGEMENT POLICY AND PRACTICE

Rethinking the Case Method

Author(s): Giles Jackson

Citation: Giles Jackson, (2011) "Rethinking the Case Method" Journal of Management Policy and Practice, Vol. 12, Iss. 5, pp. 142 - 164

Article Type: Research paper

Publisher: North American Business Press

Abstract:

The case method was introduced into business education almost a century ago with the assumption that to

be effective, learning must reflect actual practice. This paper argues that the case method rests on an

outdated model of decision-making, one better suited for the simple and relatively stable environments of

the post-war era. To regain its relevance and value, a fundamental rethinking of its purpose, theoretical

underpinnings, and means of production is required. This is the impetus for Case 3.0, a nascent social

enterprise whose aim is to build entrepreneurial capacity, both in the classroom and out in the field.