IJHEM
Print ISSN 2054-9849 Online ISSN 2054-9857 ICO Registration Number: ZA522255
Accepting submissions

Article Details

Volume 03 Issue 1

Sorry Harvard, but I don't like the Case Method

Published: 05 Sep 2016 Issue:Volume 03 Issue 1 Aug 2016 Author details below

Tarun Pasricha

Goa Institute of Management, Goa

Download PDF Reading View How to Cite BibTeX / RIS XML Metadata JSON Metadata View Issue
Share

Article Metrics Report

Views, downloads, citations, engagement

Cited by

Current citation count

Research summary

The Harvard website (http://www.hbs.edu/teaching/inside-hbs/) has the following to say on the Case Method: “To create leaders, Harvard Business School creates the context in which leaders are formed: real-life challenges, wrapped in complicated and sometimes insufficient information. Each challenge confronts our students with a rich web of consequences-and a demand for a prompt, responsible plan of action. These challenges are our cases. Through the case method, every Harvard Business School classroom becomes a crucible for participant-centred learning. A crucible in which students not only assume responsibility for their education, but exercise the fundamentals of leadership that they will practice the rest of their lives. The case method is rooted in Harvard Business School's original vision. Edwin Gay, first Dean of HBS, called it the "problem method" and foresaw its value in creating leaders able to adjust as necessary to ever-changing business climates. From its inception a century ago, the School established two important pedagogical principles. First, it would use cases as teaching vehicles and not rely on lectures and readings. Second, it would engage the students in the learning process by getting them to teach themselves and each other. Today, although we also make use of lectures, simulations, fieldwork, and other forms of teaching as appropriate, more than 80 percent of HBS classes are built on the case method.

Article History

Published 05 Sep 2016

How to Cite

Pasricha, T.. (2016). Sorry Harvard, but I don't like the Case Method. International Journal of Higher Education Management, Volume 03 Issue 1.

Citation Context

Archive cited by No internal citing article yet
Reference depth References not listed
DOI record DOI not listed
Citation signal Citation exports and metadata ready

APA

Pasricha, T.. (2016). Sorry Harvard, but I don't like the Case Method. International Journal of Higher Education Management, Volume 03 Issue 1.

MLA

Pasricha, Tarun. "Sorry Harvard, but I don't like the Case Method." International Journal of Higher Education Management, Volume 03 Issue 1, 2016.

Chicago

Tarun Pasricha. "Sorry Harvard, but I don't like the Case Method." International Journal of Higher Education Management Volume 03 Issue 1 (05 Sep 2016).

Harvard

Pasricha, T. (2016) Sorry Harvard, but I don't like the Case Method. International Journal of Higher Education Management, Volume 03 Issue 1

Related Articles

Dialectical contradictions in postgraduate business education: A Framework for enhancing teaching and learning in UK higher education
Leveraging Eco-Visual Literacy to Manage Affective Engagement in Higher Education: A Case Study in Curricular Innovation
Do social media help in the sustainability of small businesses? A pedagogical study using fictional business cases
Sorry Harvard, but I don't like the Case Method: A Rebuttal (and An Affirmation)

Browse Articles

Dialectical contradictions in postgraduate business education: A Framework for enhancing teaching and learning in UK higher education
The importance of relationships and communication in student satisfaction at Rey Juan Carlos University
Leveraging Eco-Visual Literacy to Manage Affective Engagement in Higher Education: A Case Study in Curricular Innovation
Strategic plans and their contents: What are the important issues in higher education?
Digital transformations & innovations in business PG Education: Rethinking curriculum development and teaching practices
Path models for predicting prudential judgment And legal ability of educational managers
Modernising the curriculum and pedagogy - to be or not to be? using film and online video to engage students and enhance learning
Social media as a tool in learning and social behavior in Saudi Arabia
An empirical study on user acceptance of ERP system by international students in Chinese HEIs: A TAM approach
Redefining education: the convergence of liberal arts and career school education
Dialectical contradictions in postgraduate business education: A Framework for enhancing teaching and learning in UK higher education
The importance of relationships and communication in student satisfaction at Rey Juan Carlos University
Leveraging Eco-Visual Literacy to Manage Affective Engagement in Higher Education: A Case Study in Curricular Innovation
Strategic plans and their contents: What are the important issues in higher education?
Digital transformations & innovations in business PG Education: Rethinking curriculum development and teaching practices