Editorial: Save Research—Abandon the Case Method of Teaching

Published Online:https://doi.org/10.1287/mksc.1060.0202

References

  • Ainslie Andrew, Drèze Xavier, Zufryden Fred. Modeling movie life cycles and market share. Marketing Sci. (2005) 24(3):508–517LinkGoogle Scholar
  • Amaldoss Wilfred, Rapoport Amnon. Collaborative product and market development: Theoretical implications and experimental evidence. Marketing Sci. (2005) 24(3):396–414LinkGoogle Scholar
  • Argyris Chris. Some limitations of the case method: Experiences in a management development program. Acad. Management Rev. (1980) 5(2):291–298CrossrefGoogle Scholar
  • Banning Kevin C. The effect of the case method on tolerance for ambiguity. J. Management Ed. (2003) 27(5):556–567Google Scholar
  • Besanko David, Dubé Jean-Pierre, Gupta Sachin. Own-brand and cross-brand retail pass-through. Marketing Sci. (2005) 24(1):123–137LinkGoogle Scholar
  • Biyalogorsky Eyal, Gerstner Eitan. Contingent pricing to reduce price risks. Marketing Sci. (2004) 23(1):146–155LinkGoogle Scholar
  • Bonoma Thomas V. Learning by the case method in marketing. (1989) . Harvard Business School Case 9-590-008, Harvard University, Boston, MAGoogle Scholar
  • Borle Sharad, Boatwright Peter, Kadane Joseph B., Nunes Joseph C., Shmueli Galit. The effect of product assortment changes on customer retention. Marketing Sci. (2005) 24(4):616–622LinkGoogle Scholar
  • Carlson William L. A case method for teaching statistics. J. Econom. Ed. (1999) 30(1):52–58CrossrefGoogle Scholar
  • Carter Lori D. Effectiveness of case-based method versus traditional lecture in the retention of athletic training knowledge. (1995) . Ph.D. dissertation, Oregon State University, Corvallis, ORGoogle Scholar
  • Cheit Earl F. Business schools and their critics. California Management Rev. (1985) 27(3):43–62CrossrefGoogle Scholar
  • Desai Preyas S., Purohit Devavrat. “Let me talk to my manager”: Haggling in a competitive environment. Marketing Sci. (2004) 23(2):219–233LinkGoogle Scholar
  • Dietrich Steve E. The professional reading of General George S. Patton, Jr.. J. Military Hist. (1989) 53(4):387–418CrossrefGoogle Scholar
  • Garner David D. Socratic misogyny?—Analyzing feminist criticisms of Socratic teaching in legal education. Brigham Young University Law Rev (2000) 2000(4):1597–1649Google Scholar
  • Ghoshal Sumantra. Bad management theories are destroying good management practices. Acad. Management Learning Ed. (2005) 4(1):75–91CrossrefGoogle Scholar
  • Golder Peter N., Tellis Gerard J. Growing, growing, gone: Cascades, diffusion, and turning points in the product life cycle. Marketing Sci. (2004) 23(2):207–218LinkGoogle Scholar
  • Gordon Robert A., Howell John E.Higher Education in Business (1959) (Columbia University Press, New York) CrossrefGoogle Scholar
  • Gourville John T., Soman Dilip. Overchoice and assortment type: When and why variety backfires. Marketing Sci. (2005) 24(3):382–395LinkGoogle Scholar
  • Gragg Charles I. Because wisdom can’t be told. (1940) . Harvard Alumni Bulletin (October 19), reprinted as Harvard Business School Case 9-451-005, Boston, MAGoogle Scholar
  • Harris Roy. The case against cases: Enron’s popularity as a business-school “success story” raises tough questions about how cases are prepared. CFO (2003) 19(5):71–72Google Scholar
  • Hauser John R., Toubia Olivier. The impact of utility balance and endogeneity in conjoint analysis. Marketing Sci. (2005) 24(3):498–507LinkGoogle Scholar
  • Hyman Michael R., Hu Jing. Assessing faculty beliefs about the importance of various marketing job skills. J. Ed. Bus. (2005) 81(2):105–110CrossrefGoogle Scholar
  • Jank Wolfgang S., Kannan P. K. Understanding geographical markets of online firms using spatial models of customer choice. Marketing Sci. (2005) 24(4):623–634LinkGoogle Scholar
  • Krider Robert E., Li Tieshan, Liu Yong, Weinberg Charles B. The lead-lag puzzle of demand and distribution: A graphical method applied to movies. Marketing Sci. (2005) 24(4):635–645LinkGoogle Scholar
  • LaPiana William Paul. Logic and experience: American legal thought and legal education, 1800–1920. (1987) . Unpublished Ph.D. dissertation, Harvard University, Boston, MAGoogle Scholar
  • Lee Thomas R. Stare decisis in historical perspective: From the founding era to the Rehnquist Court. Vanderbilt Law Rev. (1999) 52(3):645–735Google Scholar
  • Leone Robert A. Teaching management without cases. J. Policy Anal. Management (1989) 8(4):704–711CrossrefGoogle Scholar
  • Li Xiaotong. Cheap talk and bogus network externalities in the emerging technology market. Marketing Sci. (2005) 24(4):531–543LinkGoogle Scholar
  • Lilien Gary L. Special section introduction: The 2004 ISMS Practice Prize Competition. Marketing Sci. (2005) 24(3):310–312LinkGoogle Scholar
  • Lundberg Craig C., Rainsford Peter, Shay Jeff P., Young Cheri A. Teaching business education management writing case studies. J. Management Ed. (2001) 25(4):450–463Google Scholar
  • Martinez J. Michael. Law versus ethics: Reconciling two concepts of public service ethics. Administration Soc. (1998) 29(6):690–722CrossrefGoogle Scholar
  • Mittal Vikas, Anderson Eugene W., Sayrak Akin, Tadikamalla Pandu. Dual emphasis and the long-term financial impact of customer satisfaction. Marketing Sci. (2005) 24(4):544–555LinkGoogle Scholar
  • Morrison Donald G. Founding Marketing Science. Marketing Sci. (2001) 20(4):357–359LinkGoogle Scholar
  • Morrison Donald G., Raju Jagmohan S. The marketing department in Management Science: Its history, contributions, and the future. Management Sci. (2004) 50(4):425–428LinkGoogle Scholar
  • Mumford Alan. The case method—Does learning theory matter? Development Learn. Organ. (2005) 19(4):17–19CrossrefGoogle Scholar
  • Orlansky Janice Zatzman. Case method curriculum as perceived by Colgate Darden Business School graduates (1960–1980). (1986) . Ph.D. dissertation, University of Virginia, Charlottesville, VAGoogle Scholar
  • Parkinson Michael G., Ekachai Daradirek. The Socratic method in the introductory PR course: An alternative pedagogy. Public Relations Rev. (2002) 28(2):167–174CrossrefGoogle Scholar
  • Pauwels Koen. How dynamic consumer response, competitor response, company support, and company inertia shape long-term marketing effectiveness. Marketing Sci. (2004) 23(4):596–610LinkGoogle Scholar
  • Peters Christopher J. Foolish consistency: On equality, integrity, and justice in stare decisis. Yale Law J. (1996) 105(8):2031–2115CrossrefGoogle Scholar
  • Pfeffer Jeffrey, Fong Christina T. The end of business schools? Less success than meets the eye. Acad. Management Learning Ed. (2002) 1(1):78–95CrossrefGoogle Scholar
  • Phillips Fred, Vaidyanathan Ganesh. Should case materials precede or follow lectures? Issues Accounting Ed. (2004) 19(3):305–319CrossrefGoogle Scholar
  • Pierson Frank Cook. The Education of American Businessmen: A Study of University-College Programs in Business Administration (1959) (McGraw Hill, New York) CrossrefGoogle Scholar
  • Powell Janet Lynn. Case method in higher education: A case study. (1994) . Doctoral dissertation, Kansas State University, Manhattan, KS, p. 5Google Scholar
  • Rees W. David, Porter Christine. The use of case studies in management training and development. Part 1. Indust. Commercial Training (2002) 34(1):5–8CrossrefGoogle Scholar
  • Schlossman Steven, Sedlak Michael, Wechsler Harold. The “new look”: The Ford Foundation and the revolution in business education. Selections (1998) 14(3):8–28Google Scholar
  • Schmotter James W. An interview with Professor C. Roland Christensen. Selections (2000) 16(2):43–49Google Scholar
  • Segal Jeffrey A., Howard Robert M. How Supreme Court justices respond to litigant request to overturn precedent. Judicature (2001) 85(3):148–157Google Scholar
  • Shugan Steven M. Editorial: Journal rankings: Save the outlets for your research. Marketing Sci. (2004a) 22(4):437–441LinkGoogle Scholar
  • Shugan Steven M. Editorial: Consulting, research, and consulting research. Marketing Sci. (2004b) 23(2):173–179LinkGoogle Scholar
  • Shugan Steven M. Marketing and designing transaction games. Marketing Sci. (2005) 24(4):525–530LinkGoogle Scholar
  • Shulman Lee S. Those who understand: Knowledge growth in teaching. Educational Researcher (1986) 15(2):4–14CrossrefGoogle Scholar
  • Starkey Ken, Tempest Sue. The future of the business school: Knowledge challenges and opportunities. Human Relations (2005) 58(1):61–82CrossrefGoogle Scholar
  • Syam Niladri B., Ruan Ranran, Hess James D. Customized products: A competitive analysis. Marketing Sci. (2005) 24(4):569–584LinkGoogle Scholar
  • Timmons Thomas G. Effects of a teacher preparatory program using a case study method. (1995) . Doctoral dissertation, University of South Dakota, Vermillion, SDGoogle Scholar
  • Urban Glen L., Hauser John R.Design and Marketing of New Products (1980) (Prentice Hall, Englewood Cliffs, NJ) Google Scholar
  • Van Eynde Donald F., Spencer Roger W. Lecture versus experiential learning: Their differential effects on long-term memory. Organ. Behavior Teaching Rev. (1988) 12(4):52–58Google Scholar
  • Wilkie William. On books and scholarship: Reflections of a marketing academic. J. Marketing (2002) 66(3):141–152CrossrefGoogle Scholar
  • Wilkie William L., Moore Elizabeth S. Scholarly research in marketing: Exploring the “4 eras” of thought development. J. Public Policy Marketing (2003) 22(2):116–146CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.