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Case studies: Overview

Learning objectives

This resource will help you:

  • Enhance your awareness around the principles of case study assessment tasks.  
  • Develop your understanding about the process of writing a case study.
  • Develop your skills in creating and structuring case studies that are credible and well-supported.

 

What is a case study?

A case study is a research approach that is used to explore a complex issue or event in depth in a real-world context (Crowe et al., 2011). Case study assessment tasks allow students to engage in a strategy of active learning and critical decision-making skills. The topic can be an actual or hypothetical example of a person, organisation, or business.  

Why are case studies used to assess learning?

Case studies provide the opportunities to develop and test our analytical skills by:  

  • Assessing situations  
  • Sorting and organising key information 
  • Asking appropriate questions 
  • Defining problems and opportunities 
  • Identifying and evaluating alternative courses of action 
  • Interpreting data 
  • Evaluating the results of past strategies 
  • Developing and defending new strategies 
  • Making decisions under pressure and uncertainties 
  • Critically evaluating the work of others 
  • Responding to criticism 

This video (4:07 min) gives an overview of the purpose of case studies, as well as some different types of case studies. 

Top tips for writing in a case study style

  • Write in a descriptive and formal/objective (third person) style. 
  • Include detail, facts, and experience from the case. 
  • Analyse and apply to the case what you have learned in your course. 
  • Use a mixture of paraphrasing about relevant concepts and theory and sentences that link back to details in the case. 
  • Incorporate relevant academic literature, theories, and sources, and use in-text citations for these. 

Organise a case study structure

Here is a basic contents list of the core components of a case study:

Table of contents

Executive summary

  1. Introduction
    1a: Context (Background)
    1b: Purpose
     
  2. Discussion
    2a: Identification of issues and problems
    2b: Solutions
     
  3. Conclusion & recommendations

Reference list

Additional resources

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References

Bain, J. D., Ballantyne, R., Packer, J., & Mills, C. (1999). Using journal writing to enhance student teachers’ reflectivity during field experience placements. Teachers and Teaching, 5(1), 51–73. https://doi.org/10.1080/1354060990050104
Bashir, M., & Verma, R. (2019). Internal factors & consequences of business model innovation. Management Decision, 57(1), 262–290. https://doi.org/10.1108/md-11-2016-0784
Crowe, S., Cresswell, K., Robertson, A., Huby, G., Avery, A., & Sheikh, A. (2011). The case study approach. BMC Medical Research Methodology, 11(1), 1–9. NCBI. https://doi.org/10.1186/1471-2288-11-100

‌Edinburgh Research Explorer “A real rollercoaster of confidence and emotions.” (n.d.). 

‌Gaspary, E., Moura, G. L. D., & Wegner, D. (2020). How does the organisational structure influence a work environment for innovation. International Journal of Entrepreneurship and Innovation Management, 24(2/3), 132. https://doi.org/10.1504/ijeim.2020.105770

‌Kahu, E. R., & Nelson, K. (2018). Student engagement in the educational interface: understanding the mechanisms of student success. Higher Education Research & Development, 37(1), 58–71. https://doi.org/10.1080/07294360.2017.1344197

Lizzio, A., & Wilson, K. (2008). Feedback on assessment: students’ perceptions of quality and effectiveness. Assessment & Evaluation in Higher Education, 33(3), 263–275. https://doi.org/10.1080/02602930701292548

RMIT Library. (2023, October 16). Case studies - Learning Lab. Learning Lab - RMIT Library. https://learninglab.rmit.edu.au/assessments/case-studies/

‌Robbins, S.P. & Judge T.A.( 2012), Essentials of organizational behavior, 11 edn, Pearson Education, Essex.   

Ryan, M. (2011). Improving reflective writing in higher education: a social semiotic perspective. Teaching in Higher Education, 16(1), 99–111.

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