Qualitative case studies in operations management: Trends, research outcomes, and future research implications

TLDR

The study reviews the use of qualitative case studies in operations management and proposes ways to enhance their rigor and consistency. The authors surveyed qualitative case studies from five leading operations management journals published between 1992 and 2007. The review shows a growing use of qualitative case studies that advance theory, yet many lack detailed design, sampling, and analytic transparency, leading to inconsistent application.

Abstract

Abstract Our study examines the state of qualitative case studies in operations management. Five main operations management journals are included for their impact on the field. They are in alphabetical order: Decision Sciences, International Journal of Operations and Production Management, Journal of Operations Management, Management Science, and Production and Operations Management . The qualitative case studies chosen were published between 1992 and 2007. With an increasing trend toward using more qualitative case studies, there have been meaningful and significant contributions to the field of operations management, especially in the area of theory building. However, in many of the qualitative case studies we reviewed, sufficient details in research design, data collection, and data analysis were missing. For instance, there are studies that do not offer sampling logic or a description of the analysis through which research out‐comes are drawn. Further, research protocols for doing inductive case studies are much better developed compared to the research protocols for doing deductive case studies. Consequently, there is a lack of consistency in the way the case method has been applied. As qualitative researchers, we offer suggestions on how we can improve on what we have done and elevate the level of rigor and consistency.