what is situation analysis in case study

Explore Jobs

• Jobs Near Me
• Remote Jobs
• Full Time Jobs
• Part Time Jobs
• Entry Level Jobs
• Work From Home Jobs

Find Specific Jobs

• $15 Per Hour Jobs
• $20 Per Hour Jobs
• Hiring Immediately Jobs
• High School Jobs
• H1b Visa Jobs

Explore Careers

• Business And Financial
• Architecture And Engineering
• Computer And Mathematical

Explore Professions

• What They Do
• Certifications
• Demographics

Best Companies

• Health Care
• Fortune 500

Explore Companies

• CEO And Executies
• Resume Builder
• Career Advice
• Explore Majors
• Questions And Answers
• Interview Questions

A Complete Guide To Situational Analysis (With Examples)

• What Is Figurative Language?
• What Are Rhetorical Strategies?
• What Is a Subject Matter Expert and What Do They Do?
• What Is A Differentiation Strategy
• What Is Job Order Costing
• What Is Situational Analysis
• Plan Of Action
• Report Format
• Law Of Diminishing Marginal Returns
• Administrative Duties
• Giving A Presentation
• Organizational Behavior Management
• Deductive Reasoning
• Reflective Listening

Summary. Situational Analysis is used to assess the internal and external factors of a business. It is used to help determine a business’ strengths, weaknesses, potential new customers, and any issues that may be there. The three popular methos of situational analysis are SWOT analysis, 5C’s analysis, and Porters Five Forces.

Successful businesses don’t just wing it and hope for the best. They proactively evaluate the landscape of their industry and the internal assets they possess. To do this, executives, team leaders, project managers, and others in positions of strategic leadership perform situational analyses.

A situational analysis allows for a company to take stock of its internal strengths and deficiencies, while also identifying the broader trends happening among competition and customers. It’s an invaluable step zero that smart teams run before making any grand plans.

We’ll cover three of the most popular methods for running a situational analysis, break down the benefits of each, and provide tips for performing one.

Key Takeaways:

Situational analysis assesses the internal and external factors of a business to clarify its advantages and disadvantages.

A situational analysis is particularly useful before launching a new project or marketing campaign.

There are many ways to perform a situational analysis such as, the SWOT analysis, the 5 C’s Analysis, and Porter’s Five Forces.

A useful situational analysis should be practical, easy to understand, provides equal attention to internal and external factors, and sets goals for your business.

What Is a Situational Analysis?

Factors to consider in situation analysis, why is a situational analysis important, methods of situational analysis, what is swot analysis, what is the 5c’s analysis, what is a porter five forces analysis, how to complete a situational analysis, qualities of useful situational analysis results, challenges of situational analysis, situational analysis faq.

• Sign Up For More Advice and Jobs

A situational analysis is a method used to assess the internal and external factors of a business. It identifies both the advantages a business enjoys and the challenges that it is likely to face.

The ultimate goal of situational analysis is to determine a business’ strengths, weaknesses, potential new customers, and lingering issues that contribute to the company’s general standing. Multiple different methods of analysis are used to complete this evaluation, and they’re often used in conjunction with one another.

Usually, situational analysis is started before launching a new project or embracing new marketing strategies. A situational analysis incorporates a few factors for consideration. These include:

Competition. Determine what steps you want your company to take by comparing the advantages you have over your competition and vice versa.

Product. Understand your product, whether it is a good or service. If you have multiple products, make sure to analyze them independently and assess how they relate to one another.

Distribution. Analyze how your product moves through the supply chain from beginning to end.

Customers. Know who your current customers are and who you want your prospective customers to be.

Market Environment. The environment of your market includes your industry and localized economy, as well as your relationship to suppliers and customers.

The purpose of conducting a situation analysis is to get a better understanding of the factors that will affect your company’s success. The results of a situational analysis give the business insight into how to move forward.

A situational analysis is important because there’s no way to fully grasp the scope of mitigating factors that impact the outcome of a company without implementing it in some form. It’s running an organization blindly.

A situational analysis describes the work environment for what it does well, where it needs improvement, and where the likeliest avenues of growth are.

Companies use several different methods to outline their overall performance and decide on what actions they should take next. A comprehensive situational analysis uses at least two of these methods to evaluate a company’s status.

Popular methods of situational analysis include:

SWOT analysis

5C’s analysis

Porter five forces

A SWOT analysis is a method of situational analysis that relies on taking stock of your Strengths, Weaknesses, Opportunities, and Theats. It;s a popular method of situational analysis. There are four main areas that this SWOT analysis looks into:

Strengths . Evaluating a company’s strengths asks you to determine what they do well. These can be positive aspects of their product, customer relations, or any other feature that acts as a strength.

Weaknesses. While many organizations are vocal and aware of their strengths, they may be less willing to face their weaknesses . However, understanding a company’s weaknesses and what areas these reside in is crucial to improvement.

Opportunities. Gathering a company’s opportunity pool is often a lot of brainstorming . Opportunities are places that the business expands to further its success. This could be in the form of catering to a new customer base or entering an emerging market.

Threats. More than any other piece of the SWOT analysis, the threats portion asks a business to think about external factors. These are outside entities or aspects that hurt a business and can lead to failure down the line.

These broad aspects are the qualities that determine a business’ current standing, future options, and potential problems.

The 5C’s analysis serves a similar function to the SWOT, but it’s used as a framework for marketing, rather than determining a company’s overall health. Understanding the 5C’s establishes marketing strategies that put a business ahead of its competition.

The 5C’s are:

Company. Even though the 5C method of analysis deals with marketing and competition, the first step is to look inward at your own company. Consider your business’ abilities, products, current marketing, and financials. Take stock of where your company stands.

Customers. Now that a picture of your company has been established, shift attention to the customer base. Ask yourselves what your company’s customers need and want. This leads to better communication between an organization and the individuals it serves.

Competitors. In any kind of business, knowing your competitors is how your company eventually surpasses them. If you don’t know who your company’s top competitors are, do some market research into the subject. When you have a firm grasp on who your team competes with, dig deeper into these brands and their marketing strategies.

Collaborators. The collaborators involved with your company are the exact opposite of the competition. It’s organizations that you could have a symbiotic relationship with. They’re investors or other businesses that you could potentially have a professional partnership with in the future.

Climate. The final aspect to assess through the 5C’s analysis is climate. This refers to the environment that your company is functioning in. That could refer to your business’ specific field or more global events that impact a variety of industries.

Competition is a huge aspect of a business’ success in its market. The Porter Five Forces analysis highlights this principle by evaluating competition to assess threats and using this knowledge to further your own company.

The elements of the Porter Five Forces are:

Evaluating existing competition. The first factor that the Porter Five Forces asks businesses to establish is the number of competitors they have and how strong they are.

The threat of substitutes. The threat of substitutes refers to the ability of a company’s product to be recreated. A company whose product or service has no similar substitutes has more control and power in the market.

The threat of new entrants. A company’s standing is also determined by how easily new competitors can enter their field in the future. Industries that are hassle-free to enter and become a valid competitor weaken the power of businesses participating overall.

Bargaining power of customers. Small businesses are often the most affected by the bargaining power of customers. This means how influential the customers are to driving a product’s price up or down.

Bargaining power of suppliers. Finally, the bargaining power of suppliers makes up the last tier of a complete competition picture. Just about every brand requires unique supplies to create their products, and these have to come from somewhere.

Choose a method of analysis. To complete a situational analysis at your company, first, choose a method that you’ll be using for evaluation. Many companies begin with the SWOT analysis because it provides the most comprehensive picture of a business’ status in terms of what it does well and how it could improve.

Complete the method’s guidelines. The second step to a situational analysis is the fairly simple direction of following your chosen method’s guidelines.

Reproduce with another method of analysis. Finally, reproduce your company’s situational analysis using a different method. Run through its steps completely. It’s recommended to perform all three methods of analysis for the most complete results and best strategy formulation.

It’s easily understandable. A company’s situational analysis results should be easily understandable. Someone who doesn’t work at your company or in your field should be able to understand it.

It’s practical. The point of conducting a situational analysis of a business is to gather useful data and formulate practical marketing strategies. If the results from a situational analysis are impractical and have no use, then the process was a waste.

Equal attention to external and internal factors. A business is never solely affected by internal or external factors. It’s a combination of both. A useful situational analysis pays equal attention to aspects inside and outside the business.

Inspires more company analysis. Beginning the discussion about where a company currently stands in the market and their potential outlets for improvement gets the ball rolling on future analysis. Practical analysis almost always ends with inspiration for more later on.

Includes goals for the future. Situational analysis isn’t just about the current status of your company but also setting intentions for expansion. A huge part of successful situational analysis is the formulation of goals for the future because, without them, the business simply remains stagnant.

Outlines plans for these goals . In addition to setting goals for your company’s future, useful situational analysis results in outlining a plan for how this feat will be accomplished.

Making a situational analysis is not always easier. Sometimes your company will have issues along the way. Common challenges include:

Cluttered or conflicting priorities during analysis.

Factors lacking objectivity.

All of these issues will doom a situational analysis if they are not handled properly. Remember, it is important that your situational analysis creates a clear picture that both your business and outsiders can easily understand.

Is situational analysis the same as SWOT?

No, situational analysis is not the same as SWOT. SWOT is one method for conducting a situational analysis. SWOT is an acronym that stands for Strengths, Weaknesses, Opportunities, and Threats.

What is situational analysis used for?

Situational analysis is used to create a framework from which a plan can develop. Performing a situational analysis is the first step toward setting priorities, delegating tasks, carrying out processes, and ultimately evaluating the success of a project.

What are the basic components of situational analysis?

The basic components of situational analysis in SWOT are:

Opportunities

The basic components of situational analysis in the 5C’s analysis are:

Competitors

Collaborators

The basic components of situational analysis in a Porter Five Forces analysis are:

Evaluating existing competition

The threat of substitutes

The threat of new entrants

Bargaining power of customers

Bargaining power of suppliers

What is the outcome of situational analysis?

The outcome of situational analysis is a comprehensive idea of the internal and external forces that will affect a business or project’s success. Ideally, a complete situational analysis should be recorded and sent to all relevant stakeholders, for use in designing plans specific to their department.

Marian University – Situational Analysis

How useful was this post?

Click on a star to rate it!

Average rating / 5. Vote count:

No votes so far! Be the first to rate this post.

Sky Ariella is a professional freelance writer, originally from New York. She has been featured on websites and online magazines covering topics in career, travel, and lifestyle. She received her BA in psychology from Hunter College.

Recent Job Searches

• Registered Nurse Jobs Resume Location
• Truck Driver Jobs Resume Location
• Call Center Representative Jobs Resume Location
• Customer Service Representative Jobs Resume
• Delivery Driver Jobs Resume Location
• Warehouse Worker Jobs Resume Location
• Account Executive Jobs Resume Location
• Sales Associate Jobs Resume Location
• Licensed Practical Nurse Jobs Resume Location
• Company Driver Jobs Resume

Related posts

Most Important Administrative Skills (With Examples)

The Most Important Clerical Skills (With Examples)

Domain Knowledge: What Is It And Examples

50 Jobs That Use Powerpoint The Most

• Career Advice >
• Situational Analysis

The Easy Guide to Performing an Effective Situation Analysis

Updated on: 5 January 2023

Decision-making in any area of your business should be done after a situation analysis. It should be the first step in project planning or in setting up of any new initiative.

In this post we will discuss what is a situation analysis, and help you understand the concept further by explaining how to do a situation analysis .

What is a Situation Analysis?

It is basically the process of critically evaluating the internal and external conditions that affect an organization, which is done prior to a new initiative or project.

It provides the knowledge to identify the current opportunities and challenges to your organization, service or product. This in turn helps with devising a strategy to move forward from your current situation to your desired situation.

Importance:

• Helps define the nature and scope of a problem
• Helps identify the current strategies and activities in place to overcome the problem
• Helps understand the opinions and experiences of stakeholders
• Helps give a comprehensive view of the current situation of the organization
• Helps detect the gaps between the current state and desired state  
• Provides information necessary to create a plan to get to reach the goals
• Helps identify the best courses of action to take during the project
• Helps make sure that efforts and actions are not repeated and wasted unnecessarily

Steps to Conduct A Situation Analysis

By completing them, you will be able to get a thorough understanding of the conditions surrounding your organization.

Conduct a Customer Analysis

Do thorough research on your target market to understand the demographics, locations, trends, interests, challenges etc.  A customer profile can help you organize the information properly.

An in-depth customer analysis will help you discern market trends, customer behavior and needs and device effective strategies to reach them effectively.

Consider the Product and Product Distribution Situation

Examine your current products and services and their ability to cater to the needs of your customers.

If you have distributors, you should also analyze them in terms of distribution channels, the needs of distributors, type and size of distributors and also the various benefits received by the distributors and the company itself.

Analyze the Competitive Advantage

In or to determine your competitive advantage, you need to identify your core competitors, their product positioning , their strengths and weaknesses.

Here’s how to conduct an effective competitor analysis with the help of some handy visual tools.

Scan Your Environment

Investigate how internal factors such as available resources, skills of employees etc. and external factors such as economic and political trends, can affect the performance of your organization.

The PESTLE analysis as well as the SWOT analysis can serve as useful environmental scanning tools .

At the end of a proper environmental scan you will be able to identify the opportunities and challenges in the face of new development.  

Situation Analysis Tools

Swot analysis.

The SWOT analysis is a tool that can be used to scan the internal and external environment of an organization. It helps identify strengths you can take advantage of and weaknesses you can take action on, as well as opportunities and threats for success.

The SWOT analysis is also frequently used to assess the same factors about the organizations, products and services of your competitors.

PESTLE Analysis

The PESTLE analysis is another environmental scanning techniques that help provide insight into the external situation of an organization from many different angles. It focuses on political, economic, social, technological, legal and environmental factors.

Political factors – impact of government policies, trading policies or elections

Economic factors – impact of economic trends, taxes, or import/export ratios

Social factors – impact of demographics, lifestyles, or ethnic issues

Technological factors – impact of advancing technology or technology legislations

Legal factors – impact of employment laws or health and safety regulations

Environmental factors – impact of climate change or environmental regulations

More Resources

STEEPLE analysis is a strategic management method that is used to examine the external factors affecting the growth and performance of an organization. It is a variant of the popular PESTLE analysis.

Porter’s Five Forces

Porter’s five forces technique is used to analyze the competitive environment. It looks at the following areas that may affect an organization’s competitive position,

• Supplier power
• Buyer power
• Competitive rivalry
• The threat of substitution
• The threat of new entry

Analyzing these factors help understand the power of competition in the industry/ market and how profitable it is to compete in it.

5 C Analysis

This tool helps assess the organizational environment from 5 different areas that may affect your marketing decisions .

• Customers;  market segments, customer requirements and demands, market size and growth, retail channel and information sources, buying process, consumer trends, etc.
• Competitors; current and potential customers, customer products and positioning, their strengths and weaknesses, market share etc.
• Company; products or services, brand image, goals, company culture, strengths and weaknesses, technology and experience etc.
• Collaborators; distribution channels/ distributors, suppliers, alliances etc.
• Climate; political factors, economic factors, socio-cultural factors, technological factors, environmental factors, and legal factors

VRIO Analysis

The VRIO analysis is another tool that can be used to evaluate the resources of a company such as financial resources, human resources etc. It Stands for Value, Rareness, Imitability, Organization .

Learn how to use the VRIO analysis and get more templates with this resources on VRIO analysis examples .

What’s Your Approach to Conducting a Situation Analysis?

We’ve covered what is a situation analysis, how to perform one with helpful tools that you can use along with editable templates.

If you have any other tips, please do share them with us in the comment section below.

Join over thousands of organizations that use Creately to brainstorm, plan, analyze, and execute their projects successfully.

More Related Articles

A very helpful article. Thanks

Leave a comment Cancel reply

Please enter an answer in digits: eleven − five =

Download our all-new eBook for tips on 50 powerful Business Diagrams for Strategic Planning.

Situational Analysis: Definition, Methods, Process, Examples

Appinio Research · 27.03.2024 · 27min read

Ever wondered how businesses make strategic decisions? How do they navigate through complex environments and stay ahead of the competition? The answer lies in situational analysis. In simple terms, situational analysis is like taking a snapshot of where a business stands right now and understanding the world around it. It's about examining both the inside and outside factors that can influence an organization's success. By dissecting internal strengths and weaknesses alongside external opportunities and threats, businesses gain valuable insights to guide their decision-making process. It's a crucial tool for anyone looking to understand the big picture of a business environment and make informed choices.

What is Situational Analysis?

Situational analysis, often referred to as environmental scanning or SWOT analysis, is the process of assessing the current state and dynamics of an organization's internal and external environment. It involves evaluating various factors that can influence the organization's performance, opportunities, and threats. The purpose of situational analysis is to provide decision-makers with valuable insights to inform strategic planning, resource allocation, and risk management.

Importance of Situational Analysis

Situational analysis plays a vital role in strategic decision-making and organizational management. Here are some key reasons why it is important:

• Informed Decision-Making:  By providing a comprehensive understanding of internal strengths, weaknesses, and external opportunities and threats, situational analysis enables decision-makers to make informed and evidence-based decisions.
• Strategic Planning:  Situational analysis forms the foundation for strategic planning by identifying strategic priorities, setting objectives, and aligning resources with organizational goals.
• Risk Management:  Situational analysis helps mitigate risks and develop contingency plans to address unforeseen challenges by identifying potential risks and threats facing the organization.
• Resource Allocation:  Situational analysis informs resource allocation decisions by identifying areas of opportunity and areas of improvement within the organization.
• Competitive Advantage:  Understanding the competitive landscape and market dynamics allows organizations to capitalize on strengths and differentiate themselves from competitors.
• Adaptation to Change:  In a rapidly evolving business environment, situational analysis helps organizations anticipate changes, adapt to new trends, and stay ahead of the competition.

Overview of the Situational Analysis Process

The process of conducting situational analysis involves several key steps to ensure thoroughness and accuracy. Here's an overview of the typical process:

• Define Objectives and Scope:  Clearly define the objectives of the situational analysis and establish the scope of the assessment.
• Gather Relevant Data :  Collect data from internal and external sources, including financial reports, market research studies, and competitor analyses.
• Analyze Internal and External Factors:  Evaluate internal factors such as strengths, weaknesses, and resources, as well as external factors such as market trends, competitive dynamics, and regulatory changes.
• Conduct SWOT Analysis :  Synthesize the findings of internal and external analysis to identify strengths, weaknesses, opportunities, and threats facing the organization.
• Interpret Findings:  Analyze the situational analysis results to uncover insights, patterns, and implications for the organization.
• Formulate Strategies:  Develop strategic initiatives and action plans based on the insights gained from the analysis.

By following this structured process, organizations can gain valuable insights into their current situation and make informed decisions to drive success and achieve their strategic objectives.

The Components of Situational Analysis

Situational analysis involves delving into both internal and external factors that can affect your organization. Let's explore each component in detail.

Internal Analysis

Internal analysis focuses on evaluating the strengths, weaknesses, and resources within your organization. This self-assessment is crucial for understanding your organization's capabilities and limitations.

When conducting internal analysis, consider various aspects of your organization, including:

• Human Resources:  Assess your workforce's skills, expertise, and effectiveness. Determine if there are any skill gaps or areas for improvement.
• Financial Resources:  Evaluate your organization's financial health, including revenue streams, profitability, and cash flow. Identify any financial constraints or opportunities for investment.
• Operational Efficiency:  Analyze your business processes and operations to identify inefficiencies or areas for optimization. Look for ways to streamline workflows and reduce costs.
• Brand Reputation:   Assess the perception of your brand in the market. Consider factors such as brand awareness, customer loyalty, and reputation management.
• Product or Service Quality:  Evaluate the quality of your products or services compared to competitors. Identify any areas where improvements can be made to enhance customer satisfaction.
• Organizational Culture:  Examine your organization's values, norms, and behaviors. Determine if your culture supports your strategic objectives or if changes are needed.

By conducting a thorough internal analysis, you can gain insights into your organization's core strengths and weaknesses, enabling you to make informed decisions and allocate resources effectively.

External Analysis

External analysis involves assessing the external environment in which your organization operates, including market conditions, competitors, and regulatory factors. This analysis helps you understand the opportunities and threats facing your organization.

• Market Trends :  Identify emerging trends and shifts in consumer behavior that could impact your industry. Stay abreast of technological advancements, changing demographics, and evolving market preferences.
• Competitive Landscape:   Analyze your competitors' strategies, strengths, and weaknesses . Identify key competitors and assess their market positioning, product offerings, and pricing strategies.
• Regulatory Environment:  Stay informed about regulations and compliance requirements relevant to your industry. Understand how changes in legislation or government policies could affect your business operations.
• Economic Factors:  Consider macroeconomic indicators such as GDP growth, inflation rates, and unemployment levels. Understand how economic fluctuations can influence consumer spending patterns and market demand.
• Social and Cultural Factors:  Take into account societal trends and cultural norms that may impact your business. These may include factors such as demographic shifts, lifestyle changes, and social values.
• Technological Advancements:  Evaluate technological developments that could disrupt your industry or create new opportunities. Consider the impact of innovations such as artificial intelligence, blockchain, and the Internet of Things.

By conducting external analysis, you can identify potential opportunities for growth and innovation, as well as anticipate threats that may jeopardize your organization's success. This proactive approach enables you to adapt to changes in the external environment and stay ahead of the competition.

SWOT Analysis

SWOT analysis is a strategic planning tool that combines the findings of internal and external analysis to identify strategic priorities and develop actionable insights.

• Strengths:  Internal factors that give your organization a competitive advantage. These could include factors such as strong brand equity, proprietary technology, or a loyal customer base.
• Weaknesses:  Internal factors that place your organization at a disadvantage compared to competitors. These could include factors such as poor brand reputation, limited financial resources, or outdated technology.
• Opportunities:  External factors that could be leveraged to your organization's advantage. These could include emerging market trends, changes in consumer behavior, or technological advancements.
• Threats:  External factors that could pose risks or challenges to your organization's success. These could include factors such as intense competition, economic downturns, or regulatory changes.

Situational Analysis Methods and Tools

To conduct a comprehensive situational analysis, you'll need to employ various methods and tools to gather and analyze relevant data. Let's explore some effective techniques for conducting situational analysis.

Market Research Techniques

Market research techniques play a crucial role in gathering insights into your target market, customers, and competitors. By employing these techniques, you can gain a deeper understanding of market dynamics and identify key trends and opportunities.

Surveys are a popular market research technique used to collect data from a large sample of respondents. Surveys can be conducted through various channels, including online surveys, telephone interviews, or paper-based questionnaires. By asking targeted questions, you can gather valuable insights into consumer preferences, purchase behavior, and satisfaction levels.

When designing surveys , it's essential to ensure that questions are clear, concise, and relevant to your research objectives. Consider using closed-ended questions with predefined response options to facilitate data analysis. Additionally, consider conducting pilot tests to refine your survey instrument and ensure its effectiveness.

Interviews provide an opportunity to conduct in-depth conversations with key stakeholders, including customers, industry experts, and internal staff. Unlike surveys, interviews allow for open-ended discussions, enabling you to explore topics in greater detail and uncover nuanced insights.

When conducting interviews, prepare a list of questions in advance, but be flexible and responsive to the interviewee's responses. Use active listening techniques to engage with the interviewee and encourage them to share their perspectives and experiences. Additionally, interviews should be recorded for later analysis and reference.

Focus Groups

Focus groups bring together a small group of individuals to participate in a facilitated discussion on a specific topic or issue. By harnessing the collective wisdom of participants, focus groups can generate rich qualitative data and uncover deep-seated attitudes and opinions.

When organizing focus groups, recruit participants representing your target market and ensure diversity in demographics and perspectives. Facilitate discussions using open-ended questions and prompts, allowing participants to express their thoughts freely. Consider using techniques such as brainstorming or role-playing to stimulate conversation and generate new ideas.

Data Analysis Tools

Data analysis tools are instrumental in organizing, analyzing, and interpreting the data collected during situational analysis. These tools enable you to uncover patterns, trends, and relationships within your data, facilitating evidence-based decision-making and strategic planning.

SWOT Analysis Grids

SWOT analysis grids provide a structured framework for organizing and visualizing the findings of your situational analysis. By categorizing strengths, weaknesses, opportunities, and threats into a matrix format, SWOT analysis grids allow you to identify strategic priorities and develop actionable insights.

When creating a SWOT analysis grid, list key factors under each category and assess their significance and impact on your organization. Use color coding or visual elements to highlight critical findings and trends. Additionally, consider conducting a SWOT analysis collaboratively with key stakeholders to gain diverse perspectives and foster buy-in for strategic initiatives.

PESTEL Analysis

PESTEL analysis is a strategic tool for evaluating the external factors influencing your organization's operating environment. PESTEL stands for Political, Economic, Social, Technological, Environmental and Legal factors, which collectively shape the macroeconomic landscape in which your organization operates.

When conducting a PESTEL analysis, systematically assess each factor and its potential impact on your organization. Consider how political changes, economic trends, social dynamics, technological advancements, legal regulations, and environmental concerns could affect your business operations and strategic objectives. Use the insights gained from PESTEL analysis to anticipate risks, identify opportunities, and adapt your strategies accordingly.

Porter's Five Forces Model

Porter's Five Forces model is a framework for analyzing the competitive dynamics of an industry. Developed by Harvard Business School professor Michael Porter, this model identifies five forces that shape the intensity of competition within an industry:

• The threat of new entrants
• The bargaining power of buyers
• The bargaining power of suppliers
• The threat of substitutes
• The rivalry among existing competitors

When applying Porter's Five Forces model, assess each force's strength and its implications for your organization's competitive position. Consider factors such as barriers to entry, buyer power, supplier power, substitute products or services, and competitive rivalry. Use the insights gained from this analysis to develop strategies that capitalize on your strengths and mitigate competitive threats.

By leveraging market research techniques and data analysis tools, you can gain valuable insights into your organization's internal and external environment, enabling you to make informed decisions and develop effective strategies for success.

How to Conduct Situational Analysis?

Conducting a comprehensive situational analysis requires a systematic approach that encompasses several steps. Let's explore each step in detail to ensure you gather actionable insights and formulate effective strategies.

1. Define Objectives and Scope

Before embarking on a situational analysis, it's essential to clearly define your objectives and scope. What specific questions do you want to answer, and what aspects of your organization or environment do you want to assess? Defining clear objectives will guide your analysis and ensure you focus on gathering relevant data.

When defining objectives, you need to define your:

• Strategic Goals:  What overarching goals or objectives are you aiming to achieve through the situational analysis?
• Areas of Focus:  Which aspects of your organization or environment do you want to assess? This could include internal capabilities, market dynamics, competitive landscape, or regulatory factors.
• Key Questions:  What specific questions do you want to answer? What insights are you seeking to gain from the analysis?

By clearly defining your objectives and scope, you can ensure your situational analysis is focused and targeted, enabling you to derive meaningful insights to inform your strategic decisions.

2. Gather Relevant Data

Once you've defined your objectives, the next step is to gather relevant data to support your analysis. This involves collecting information from both internal and external sources, including:

• Internal Data:  Gather data from within your organization, such as financial reports, operational metrics, customer feedback, and employee surveys. Internal data provides insights into your organization's strengths, weaknesses, and resources.
• External Data:  Collect data from external sources to understand market trends, competitor strategies, regulatory changes, and other environmental factors. External data helps you assess opportunities and threats facing your organization.

When gathering data, consider the following:

• Data Sources:  Identify the sources of data that are most relevant to your objectives. This could include primary sources (e.g., internal records, customer surveys) and secondary sources (e.g., industry reports, market research studies).
• Data Quality:  Ensure the data you collect is accurate, reliable, and up-to-date. Take steps to verify the validity of the data and address any potential biases or errors.
• Data Collection Methods :  Choose appropriate methods for collecting data, such as surveys, interviews, focus groups, or data analysis tools. Consider the strengths and limitations of each method and select the most suitable approach for your objectives.

As you gather relevant data for your situational analysis, consider leveraging innovative tools like Appinio for comprehensive data collection. With its user-friendly interface and powerful analytics capabilities, Appinio streamlines the process of gathering insights from your target audience.

By tapping into Appinio's extensive network of respondents, you can quickly gather valuable data on consumer preferences, market trends, and competitor perceptions. With Appinio, you can gain deeper insights into your organization's position in the market and make data-driven decisions to drive strategic growth.

Ready to harness the power of data-driven insights? Book a demo with Appinio today to see how it can revolutionize your situational analysis process!

Book a Demo

3. Analyze Internal Factors

With data in hand, it's time to analyze internal factors that may influence your organization's performance and competitiveness. Internal analysis involves assessing your organization's strengths, weaknesses, and resources across various dimensions.

4. Analyze External Factors

In addition to internal factors, external factors that may impact your organization's performance and competitiveness must be analyzed. External analysis involves assessing the broader business environment, including market dynamics, competitive forces, regulatory factors, and societal trends.

5. Conduct SWOT Analysis

With internal and external factors analyzed, it's time to conduct a SWOT analysis to synthesize your findings and identify strategic priorities. SWOT analysis involves identifying your organization's strengths, weaknesses, opportunities, and threats, and using this information to develop actionable insights.

6. Interpret Findings

Once you've conducted your analysis and identified key insights through the SWOT analysis, the next step is to interpret your findings. Interpretation involves synthesizing your data and insights to uncover patterns , trends , and implications for your organization.

• Key Themes:  Identify recurring themes or patterns that emerge from your analysis. Look for commonalities across different data sources and dimensions.
• Critical Issues:  Highlight critical issues or challenges facing your organization. Prioritize these issues based on their significance and potential impact.
• Strategic Implications:  Consider the strategic implications of your findings. How do your strengths align with market opportunities? How can you mitigate weaknesses and address threats? What strategies can you develop to capitalize on emerging trends and leverage your competitive advantages?

Interpretation involves critically analyzing your findings in the context of your organization's strategic objectives and competitive landscape. It requires synthesizing quantitative data, qualitative insights, and expert judgment to draw meaningful conclusions.

7. Formulate Strategies

The final step in performing a comprehensive situational analysis is formulating strategies based on your findings and insights. Strategic formulation involves developing actionable initiatives and plans to capitalize on opportunities, mitigate risks, and achieve your organization's goals and objectives.

• Strategic Priorities:  Identify the most critical issues and opportunities identified through your analysis. Prioritize these based on their impact and feasibility.
• Goal Alignment:  Ensure your strategies align with your organization's mission, vision, and strategic objectives. Each strategy should contribute to the organization's overall direction and purpose.
• Resource Allocation:  Allocate resources effectively to support the implementation of your strategies. Consider factors such as budgetary constraints, staffing requirements, and timeline constraints.
• Risk Management:  Identify and mitigate potential risks and challenges associated with your strategies. Develop contingency plans and risk mitigation strategies to address unforeseen obstacles.
• Monitoring and Evaluation:  Establish metrics and benchmarks to monitor the progress and effectiveness of your strategies. Regularly review and evaluate your performance to make adjustments as needed.

By formulating strategies informed by your situational analysis, you can position your organization for success in a dynamic and competitive environment. Strategic planning is an iterative process, so be prepared to adapt and refine your strategies based on changing circumstances and new insights.

Performing a comprehensive situational analysis is essential for organizations seeking to make informed decisions, mitigate risks, and seize opportunities in a rapidly evolving business landscape. By following these steps and leveraging appropriate methods and tools, you can gain valuable insights into your organization's internal capabilities and the external factors shaping its operating environment. This insight enables you to develop strategic initiatives that capitalize on strengths, address weaknesses, and position your organization for sustainable growth and success.

Situational Analysis Examples

Understanding situational analysis is best achieved through real-world examples that illustrate its application across various industries and organizational contexts. Let's look at some examples to provide a deeper insight into how situational analysis is conducted and its impact on decision-making and strategic planning.

Example 1: Retail Industry

In the retail industry, situational analysis is crucial for understanding market trends, consumer behavior, and competitive dynamics. For example, a retail company conducting situational analysis may:

• Internal Analysis:  Assess its store performance, inventory management systems, and customer service levels to identify areas of improvement.
• External Analysis:  Analyze market trends such as the rise of e-commerce, changing consumer preferences, and demographic shifts impacting purchasing behavior.
• SWOT Analysis:  Identify strengths, such as a strong brand reputation, and weaknesses, such as high overhead costs. Explore opportunities like expanding into new markets and threats like intense competition from online retailers.

Based on the situational analysis's findings, the retail company may formulate strategies such as enhancing its online presence, optimizing inventory management systems, and launching targeted marketing campaigns to attract new customers and increase sales.

Example 2: Technology Sector

In the technology sector, situational analysis helps organizations stay ahead of rapidly evolving market trends and technological advancements. For example, a software company conducting situational analysis may:

• Internal Analysis:  Assess its product portfolio, research and development capabilities, and talent pool to identify areas for innovation.
• External Analysis:  Analyze emerging technologies such as artificial intelligence, blockchain, and cloud computing, as well as competitive threats and market demand.
• SWOT Analysis:  Identify strengths such as proprietary technology and weaknesses such as limited market presence. Explore opportunities such as entering new verticals and threats such as cybersecurity risks.

Based on the situational analysis findings, the software company may develop strategies such as investing in research and development, forging strategic partnerships, and diversifying its product offerings to capitalize on emerging opportunities and maintain its competitive edge in the market.

Situational Analysis Applications

Situational analysis isn't just a theoretical exercise; it has numerous practical applications across various aspects of business management.

• Business Strategy Development:  Situational analysis forms the foundation for strategic planning by providing insights into internal strengths and weaknesses, as well as external opportunities and threats. Organizations use this information to formulate strategic initiatives, set objectives, and allocate resources effectively.
• Market Planning:  Marketing teams utilize situational analysis to develop targeted marketing strategies that resonate with their target audience. By understanding market trends, consumer preferences, and competitive dynamics, organizations can tailor their messaging, promotions, and product offerings to meet customer needs and differentiate themselves from competitors.
• Risk Assessment and Management:  Situational analysis helps organizations identify and mitigate risks that could impact their operations or performance. Organizations can anticipate potential challenges by assessing internal and external factors and develop contingency plans to minimize their impact.
• Decision-Making Support:  Executives and managers rely on situational analysis to make informed decisions about resource allocation, investment opportunities, and strategic initiatives. By providing data-driven insights, situational analysis empowers decision-makers to assess alternatives, evaluate risks, and choose the most viable course of action.

Situational Analysis Best Practices

To ensure the effectiveness of your situational analysis, it's essential to follow best practices that maximize the value of your efforts.

• Define Clear Objectives:  Clearly define the objectives of your situational analysis and establish the scope of the assessment. This ensures that your analysis remains focused and targeted, providing more actionable insights.
• Use a Multidisciplinary Approach:  Situational analysis benefits from input from diverse perspectives and areas of expertise. Involve stakeholders from different departments and disciplines to provide a holistic view of your organization's situation.
• Regular Monitoring and Review:  Situational analysis is not a one-time activity but rather an ongoing process. Regularly monitor changes in the internal and external environment and update your analysis accordingly to ensure its relevance and accuracy.
• Combine Quantitative and Qualitative Data :  Utilize a mix of quantitative data (e.g., financial metrics, market research data) and qualitative insights (e.g., customer feedback and expert opinions) to provide a comprehensive understanding of your organization's situation.
• Involve Key Stakeholders:  Engage key stakeholders throughout the situational analysis process to ensure buy-in and alignment with strategic objectives. Solicit input from employees, customers, suppliers, and other relevant parties to gain diverse perspectives.
• Communicate Findings Effectively:  Clearly communicate the findings of your situational analysis to relevant stakeholders, including executives, managers, and employees. Use visualizations, summaries, and presentations to convey complex information in an accessible and understandable format.
• Iterate and Adapt:  Recognize that the business environment is constantly evolving, and your situational analysis must adapt accordingly. Be prepared to iterate and refine your analysis as new information becomes available and circumstances change.

By following these best practices, you can ensure that your situational analysis is thorough, insightful, and actionable, ultimately helping your organization make informed decisions and achieve its strategic objectives.

Conclusion for Situational Analysis

Situational analysis serves as a compass for businesses, guiding them through the ever-changing market landscape. By examining internal factors like strengths and weaknesses alongside external elements such as opportunities and threats, organizations clearly understand their position and the challenges they face. Armed with this knowledge, they can chart a course toward success, leveraging their strengths, addressing weaknesses, and seizing opportunities while mitigating threats. Ultimately, situational analysis is not just a one-time task but a continuous process that empowers businesses to adapt and thrive in dynamic environments. By regularly assessing their situation, organizations can stay agile, responsive, and well-prepared to navigate uncertainties and capitalize on emerging opportunities. It's a strategic tool that empowers businesses to make informed decisions, stay ahead of the curve, and achieve their long-term goals in an ever-evolving world.

How to Easily Collect Data for Situational Analysis?

Introducing Appinio , the real-time market research platform revolutionizing how companies gather consumer insights for situational analysis. With Appinio, you can conduct your own market research in minutes, empowering you to make better data-driven decisions swiftly and efficiently.

Here's why Appinio is the go-to platform for situational analysis:

• From questions to insights in minutes:  With our intuitive platform, you can design and launch surveys quickly, getting actionable insights in no time.
• No research expertise needed:  Appinio's user-friendly interface makes market research accessible to everyone, regardless of their background or expertise.
• Global reach, local insights:  Define your target group from over 1200 characteristics and survey consumers in over 90 countries, ensuring you get the diverse perspectives you need for comprehensive situational analysis.

Get free access to the platform!

Join the loop 💌

Be the first to hear about new updates, product news, and data insights. We'll send it all straight to your inbox.

Get the latest market research news straight to your inbox! 💌

Wait, there's more

30.05.2024 | 29min read

Pareto Analysis: Definition, Pareto Chart, Examples

28.05.2024 | 32min read

What is Systematic Sampling? Definition, Types, Examples

16.05.2024 | 30min read

Time Series Analysis: Definition, Types, Techniques, Examples

Protect your data

This site uses cookies and related technologies for site operation, and analytics as described in our Privacy Policy . You may choose to consent to our use of these technologies, reject non-essential technologies, or further manage your preferences.

• Career Advice
• Situational Analysis: What It...

Situational Analysis: What It Is, Why It's Important and How to Do It

11 min read · Updated on July 25, 2023

Fuel success and drive growth in an ever-changing business landscape

Performing situational analysis can be seen as an art: it requires a combination of skill, intuition, and strategic thinking. Just as an artist carefully crafts their masterpiece, conducting a situational analysis involves meticulously gathering and analyzing information to create a clear and insightful picture of the current business landscape. It's not just about crunching numbers; it's about understanding the nuances, identifying patterns, and using that knowledge to make informed and effective decisions.

But what is situational analysis, why is it important, and how do you do it? Whether you're an experienced strategist or just starting to dip your toes into the world of business analysis, get ready to unleash the artistry of situational analysis in this article. We'll walk you through the ins and outs of this powerful technique, unraveling its significance and guiding you through the processes that will allow you to wield data and insights with finesse, transforming them into the very brushstrokes of business success.

What is situational analysis?

Situational analysis is like a magnifying glass for your business or company. It gives you the power to see beyond the surface and dive into the core of your organization's current state. It can also be compared to a GPS for decision-making, as it guides you through the intricate twists and turns of the business. In fact, situational analysis can be used in every corner of business, including internal and external factors that shape the future of your success. From your company's strengths and weaknesses to dynamic market forces and industry trends , nothing escapes the watchful eye of situational analysis.

SWOT vs. situational analysis: understanding the distinctive duo

Before we dive deeper, let's clear up some potential confusion. A lot of people think that SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis is the same as situational analysis. Instead, SWOT is one of the situational analyst's trusty sidekicks – not the whole deal. 

Situational analysis takes a step back to see the bigger picture, involving a more comprehensive evaluation of your overall business situation. So, while SWOT shines a spotlight on internal factors, situational analysis brings the whole cast onto the stage – internal, external, and everything in between.

Objectives and benefits

When you perform situational analysis, you're able to tackle problems head-on and make better-informed decisions. It also helps you to spot profitable opportunities. In the realm of business, a well-put-together situational analysis is like having a secret weapon in your pocket full of valuable insights, that you can pull out to smoke the competition. Key benefits include:

Making informed decisions

When you take a look into every nook and cranny of your organization, you become armed with information about everything from your company's current position to the surrounding market dynamics. You'll see some job postings out there that call for folks who know how to make data-driven decisions . Well, this is what they're talking about. The details you get from gathering and analyzing data allow you to make those coveted data-driven decisions, weighing the benefits and risks and aligning strategies with long-term business objectives. 

Adapting to change

The knowledge from your analysis also allows you to anticipate challenges and capitalize on opportunities. If there's one constant in business, it's that things change. Armed with the power of situational analysis, you can guide your organization to adapt swiftly in response to competitor and market changes. 

Spotting lucrative opportunities

If your organization is in business to make money, then being able to identify opportunities is extremely important. By analyzing market trends, customer preferences, and emerging technologies, you'll uncover vast opportunities waiting to be seized. 

And guess what? It's not just about new possibilities – situational analysis reveals untapped potential. Discovering hidden talents and resources can lead to innovative breakthroughs that set you apart from the competition.

Tackling threats head-on

There is a world of factors that influence the ebb and flow of business. When you perform a situational analysis, you gain valuable tools that you can use to address potential problems before they get too big to handle. You're able to identify threats at an early stage, assess their severity and potential impact, allocate resources to address them and develop a strategic response. You're also in a good position to put contingency plans in place to handle unforeseen challenges - if your company doesn't have a Plan A, Plan B, and Plan C, they're set up for failure.

The four Cs of situational analysis

We've arrived at the core of situational analysis. The four Cs (Context, Conditions, Capabilities, and Competitors) are your compass for navigating business terrain. 

Context is all about understanding the backdrop against which your organization operates, encompassing strengths, weaknesses, and operational capabilities. It involves analyzing the internal aspects of your company (like financial health, resources, and talent pool) and gaining a profound comprehension of its mission, vision, values, and culture. Beyond that, context extends its gaze externally, capturing the broader economic landscape that shapes your business environment. You have to know what's going on externally, so you can adapt and stay ahead of the curve.

2. Conditions

Conditions are like the tides of the business ocean - ever-changing and influential. To stay afloat, you must gauge the market climate with precision. Analyze industry trends, customer behavior, supply and demand, pricing, and emerging opportunities that could propel your organization forward.

3. Capabilities

These are your company's inner strengths. You'll find out what these are by analyzing your team's expertise, the company's technological prowess, and the operation's overall efficiency. Capabilities are also influenced by organizational weaknesses. As you embrace strengths and shore up weaknesses, you'll approach well-rounded and eye-opening strategies for business success.

4. Competitors

Have you heard the saying, " Keep your friends close and your enemies closer ?" That's what you're doing here. Study your competitor's strategies, strengths, and weaknesses to anticipate their moves and maintain a competitive edge. But remember, competition isn't just about winning; it's about spotting opportunities amid rivalries. Analyze gaps in the market that your competitors may have overlooked. Simultaneously, be vigilant of their advances, identifying potential threats that could challenge your market position.

The five parts of a situational analysis

Now that you know what's involved in performing situational analysis, you need to know how to write one. There's a step-by-step formula that's considered the foundation of a good situational analysis - it contains five parts as follows.

1. Market analysis

This is where you define your target audience . You have to find out who they are, what they want, and what pain points your company can address for them. When you understand your potential customers, you'll be equipped to deliver products and services that meet their needs. The best way to approach identifying your target audience is to create segments. By dividing your target audience into distinct groups, based on things like demographics, preferences, and behaviors, you can create buying personas. Crafting buyer personas brings your customers to life, making them relatable characters that shape your decision-making journey.

2. Industry analysis

Your situational analysis is still externally focused, at this point, guided by things that are going on with competitors, the industry, and technological breakthroughs. Understanding things like regulatory shifts can help you to identify your market position and influence the direction of your organization's journey. 

3. SWOT analysis

Remember we said that SWOT is just a part of overall situational analysis? Well, here's where it comes into play. At this stage, your analysis is internally focused and your goal is to identify internal strengths that set you apart, pinpoint weaknesses that require fortification, seize opportunities that beckon, and defend against lurking threats. Align your SWOT findings with your strategic objectives. 

4. PESTEL analysis

Think of SWOT as a micro-view of your organization. Conversely, PESTEL (Political, Economic, Social, Technological, Environmental, and Legal) is a macro view - the big picture. It's more than a checklist of external factors, it's an ever-changing process that requires constant vigilance and adaptability. PESTEL can create ripples across your business landscape that presents opportunities and challenges that can come from things like political instability, economic growth, cultural shifts in consumer behaviors, and environmental sustainability. 

5. Stakeholder analysis

In order to conduct a comprehensive situational analysis, you have to know who the key players are. Stakeholder analysis will help you to identify and understand the individuals, groups, or organizations that have a significant impact on your operations and objectives. Each stakeholder brings unique needs, interests, and expectations to the table. They also often have diverse interests and conflicts may arise among them. Stakeholder analysis helps organizations to anticipate potential conflicts and identify areas of overlap or divergence. By addressing these conflicts proactively, organizations can mitigate risks, prevent negative outcomes, and maintain positive relationships.

Situational analysis example - the success story of TechHub Inc.

Let's put all of this knowledge to work with a case study of a situational analysis that guided TechHub Inc., a thriving tech startup, toward success and strategic brilliance.

TechHub Inc. is a growing technology startup that specializes in developing cutting-edge mobile applications. They have a team of innovative Engineers who define themselves as customer-centric. Now that the company is expanding its portfolio and venturing into new markets, leaders are conducting a comprehensive situational analysis to ensure success and align growth with organizational objectives and values. 

Methodology

To conduct the situational analysis, TechHub Inc. adopted a systematic and data-driven approach, focusing on the five key parts of situational analysis: market analysis, industry analysis, SWOT analysis, PESTEL analysis, and stakeholder analysis.

• Market analysis: TechHub Inc. conducted an in-depth examination of its target audience, aiming to gain a holistic understanding of their needs and preferences. The team used market research surveys, customer feedback, and competitive analysis to identify emerging trends and consumer behavior patterns. The findings helped them to refine their product offerings and tailor their marketing strategies to better resonate with their target customers.
• Industry analysis: TechHub Inc. wanted to understand market positioning and identify opportunities for differentiation. This analysis involved evaluating competitors' strengths, weaknesses, and market share. The team also analyzed industry trends, technological advancements, and potential disruptions to stay ahead in the rapidly evolving tech market.
• SWOT analysis: A comprehensive SWOT analysis provided valuable insights into TechHub Inc.'s internal strengths and weaknesses, external opportunities, and potential threats. The company's strong product development capabilities, agile team, and customer-centric approach emerged as key strengths. However, the analysis also highlighted the need to address certain operational inefficiencies and potential challenges posed by increased market competition.
• PESTEL analysis: TechHub Inc. assessed the macro-environmental factors that could impact its business. Political stability, favorable economic conditions, and a growing demand for tech solutions were identified as positive influences. Simultaneously, the analysis revealed the importance of adhering to evolving environmental regulations and staying on top of rapid technological advancements.
• Stakeholder analysis: The company conducted a thorough stakeholder analysis to understand the interests and expectations of investors, customers, employees, partners, and regulatory bodies. By engaging with key stakeholders, TechHub Inc. built trust and fostered long-term relationships that supported its growth strategies.

Key findings and outcomes

The situational analysis proved instrumental in shaping TechHub Inc.'s growth trajectory and decision-making processes:

Refined product strategy: The market and industry analysis helped TechHub Inc. to identify a new market segment with untapped potential. They adapted their product strategy to cater to the specific needs of this segment, resulting in increased demand and market share.

Operational improvements: The SWOT analysis revealed specific areas for improvement within the company's operations. TechHub Inc. implemented streamlined processes, resulting in increased efficiency and reduced costs.

Strategic expansion: The PESTEL analysis highlighted emerging market trends and government policies. Using this information, TechHub Inc. successfully expanded its operations to new regions, capitalizing on growth opportunities.

Enhanced stakeholder engagement: The stakeholder analysis facilitated open communication with investors, leading to increased financial backing and support for new projects.

Achieve strategic brilliance

Situational analysis stands as a vital pillar in the world of strategic decision-making. Armed with the insights gained from the Five Parts and the Four Cs , you can navigate the complexities of your business landscape with confidence and foresight. 

Let our resume writing services elevate your personal brand and highlight your expertise, so you can confidently stand out in the competitive job market and seize those career-defining opportunities! Why not submit your resume for a free review today?

Recommended reading:

6 Key Components of a Business Strategy and How Knowing Them can Help you to Succeed at Work

Marginal Analysis Skills Can Make You a Better Manager

First Mover Advantage

Related Articles:

Don't “Snowplow” Your Kids' Job Search — Set Them Up for Success Instead

What Kind of Job Candidate Are You?

Why December is the Best Time of Year to Look for a Job

See how your resume stacks up.

Career Advice Newsletter

Our experts gather the best career & resume tips weekly. Delivered weekly, always free.

Thanks! Career advice is on its way.

Share this article:

Let's stay in touch.

Subscribe today to get job tips and career advice that will come in handy.

Your information is secure. Please read our privacy policy for more information.

• Project management

What is a situation analysis in marketing? (plus examples)

Georgina Guthrie

May 06, 2024

In marketing, quick decision-making is often valued, but it’s essential to recognize that while this trait may be beneficial in certain urgent situations, such as responding to a sudden market shift, it may not serve well for long-term strategic decisions . Why? Because relying solely on gut instinct can be influenced by emotions rather than logical reasoning. While intuition has its place, it should not be the sole driver of decision-making.

However, this doesn’t mean that being indecisive is preferable. Instead, decisions in marketing are most effective when they are thoroughly considered and based on a comprehensive analysis of the situation. This is where conducting a thorough situation analysis becomes crucial.

What is a situation analysis?

A situation analysis is a process that helps you identify opportunities and challenges, both internal and external, to your organization, service, or product. You can also use it to define the scope of a problem.

Once you’ve worked these out, you can use your findings to help you plan a route from where you are right now to where you want to be.

You can conduct a situation analysis at any time, but it’s especially crucial before you implement a new process or start a project . It helps you work out the best course of action and move forward without wasting your efforts by repeating things or making false moves.

How to run a situation analysis in five steps

1. analyze your customers.

Customers or clients should be your focal point, so start by defining who this group is and their needs and challenges.

If this sounds like a big task, you’re right — it is! But don’t let that scare you. Set some time aside to work this out properly. You may already have a good idea, in which case, it’ll be a matter of updating and refining your previous findings. If you haven’t, then utilize tools like Google Trends , customer surveys, and data collection ( GDPR-compliant , of course) to learn more about your customers.

As part of this stage, you could also create a customer journey map , like the one below. This will help you work out issues and goals your customers have at specific points during their interaction with your business.

Customer Journey Map template available in Cacoo

2. Analyze your products and services

It’s always good to take a step back and assess your current offering. Take note of all your products and services, and analyze whether they currently meet the demands of your customers or clients.

Again, a customer journey map can help you identify specific issues and opportunities. You can also collect customer feedback via reviews, surveys, interviews, or focus groups. As part of the assessment, you should review your suppliers and distributors (if applicable), as well as the tools and software you use.

A SWOT diagram can help you work out your business’s strengths, weaknesses, opportunities, and threats (which, as you’ve probably worked out, is exactly what S-W-O-T stands for).

You can also apply this tool to specific products or services within your business. The beauty of this technique lies in its simplicity. Just create a diagram (like the one below) and fill in the different sections.

SWOT Diagram template available in Cacoo

3. Suss out the competition

Run a competitor analysis to see what others in the marketplace are doing, including their strengths and weaknesses. Once you’ve worked this out, you’ll be in a better position to compete.

You can do this stage as part of a 5C Analysis  — a framework designed to help you assess your environment from five different areas, each of which impacts your business decisions.

Marketing Strategy template available in Cacoo

• Customers (current and potential): note down their key features (i.e., age, hobbies, location, and anything else that’s relevant), as well as their needs, channels, and growth.
• Competitors : work out who your closest competition is, as well as their strengths and weaknesses.
• Company : analyze everything to do with your business, including your branding, market share, company culture, strengths, weaknesses, products, and services. Note how this compares to your biggest competitors.
• Collaborators : assess your current suppliers or distributors, influencers, marketers — in short, any external ties you have. You can also include technology and tools here.
• Climate : take a closer look at the market, including competitors, growth, recession, trends, opportunities, tech, and culture.

4. Analyze the environment

Take a step back and review your operational environment. Examine external factors, including economic trends, that could affect you and/or your customers. Note down any potential or real threats or opportunities.

A PESTLE Analysis gives you insight into your company’s political, economic, sociological, technological, legal, and environmental situation. Again, a diagram can help you organize your thoughts here.

Created in Cacoo

• Political : Take note of current trading regulations and government policies. Consider how upcoming elections could influence these things.
• Economic : Assess economic trends and import/export regulations that could affect your operations.
• Sociological : Take into account any cultural movements and changes to your target demographic’s lifestyle.
• Technical : Assess your technology and developments in the wider world. You should also include cybersecurity and changes to legislation here.
• Legal : Examine legislative changes, including employment law.
• Environmental : Look at how your business impacts the environment on a local and global scale. Consider how climate change could impact your business, and make sure you’re meeting current and upcoming regulations or have a compliance plan.

5. Assess your resources

Before you put your plans into action, you’ll need to know what you have at your disposal. If you have a team or work as part of one, find out who can help you and what their schedules are. Also, note down the tools and budgets available to you, along with any limitations that could affect them.

A VRIO Analysis is a helpful tool for evaluating your ability to use organizational resources to their fullest potential. VRIO is an acronym for Value, Rarity, Imitability, and Organization. Here’s how to use it.

• Value : how valuable is a particular resource to your business’s success? Consider how the value compares to any short-term or long-term costs.
• Rarity : is the resource rare or easy to acquire? You have less flexibility in your business model when a resource is harder to obtain.
• Imitability : is the resource easy for competitors to imitate? If so, consider any adjustments you can make to differentiate your resources.
• Organization : is your business or team in a suitable position to leverage the resource? A resource that will take considerable investment or improvement to use increases your operating costs.

The VRIO framework can apply to a range of assets, including human resources, finances, information, property, and material goods. Evaluate each of the factors above in terms of:

• Competitive parity/equality
• Competitive disadvantage
• Temporary competitive advantage
• Unused competitive advantage
• Long-term competitive advantage

A VRIO Analysis allows you to see which resources are integral to your business and should be prioritized and managed as closely as possible. It also helps you decide when to outsource a resource or process or improve it to increase your competitive advantage. Once you have everything mapped out, you’re ready to roll.

The benefits (and limitations) of a situation analysis

Businesses of all sizes are vulnerable to market changes, and as they grow, there’s even more opportunity for something to go wrong. Performing a situational analysis can never harm your business but can certainly change it for the better. Here are a few ways to make use of it and mistakes to avoid along the way.

Understand the full scope of problems

All too often, managers are aware of organizational problems but assume they aren’t bad enough to require immediate attention. A thorough analysis can help you uncover the source of ongoing issues and evaluate their impact on different aspects of the business.

However, the subjective nature of a situation analysis makes it important to gather information from as many sources as possible. If you fail to gain a clear picture of your strengths and weaknesses, you won’t succeed at making your business more competitive. Use a combination of concrete data and feedback from internal and external stakeholders, so you can draw accurate conclusions.

Engage and motivate the team

Stagnant businesses are prone to losing great team members because there isn’t a meaningful vision for the future. Don’t simply look at a situation analysis as a decision-making tool; use it to get your team talking and innovating. Ultimately, your team has the most insight about what is or isn’t working in the business. Let them guide you toward opportunities you might otherwise overlook.

Reduce wastefulness

Knowing the ins and outs of the business is the only way to continuously refine your operations. Analyzing your resources, processes, and position in the market at least once a year allows you to cut out projects that aren’t profitable or beneficial to clients. If you face pushback from some stakeholders, the analysis provides data-based evidence for your decisions.

Set achievable business goals

A situation analysis gives you the insight to identify more realistic and advantageous goals. It’s an unfortunate blunder for business teams to conduct analyses but then do little with the information. For every analysis, develop an implementation plan and get sign-off from major stakeholders.

But don’t worry — you don’t have to act on everything that comes up in your evaluation. Prioritize fixing problems that are the biggest threats to your success and opportunities involving the most value and least expense or logistical effort.

Integration with project management

Situation analysis plays a crucial role in project management, as it provides essential insights that inform decision-making, planning, and execution throughout the project lifecycle. Here’s how situation analysis integrates with project management:

• Initiation Phase: During the initiation phase of a project, situation analysis helps project managers assess the current state of affairs and identify opportunities and challenges. This includes defining project objectives , understanding stakeholder needs and expectations , and conducting preliminary risk assessments .
• Planning Phase: In the planning phase, situation analysis informs the development of project plans, strategies, and schedules. Project managers use insights from the analysis to identify project requirements , allocate resources effectively , and develop contingency plans for managing risks and uncertainties.
• Execution Phase: During the execution phase, situation analysis guides project implementation by providing ongoing monitoring and feedback on project progress and performance. Project managers use real-time data and insights to make adjustments to the project plan, address emerging issues, and ensure that project deliverables are on track .
• Monitoring and Control: Situation analysis is integrated into the monitoring and control processes of project management, allowing project managers to track key performance indicators , assess project health, and identify deviations from the plan. By continuously monitoring the project environment and adjusting course as needed, project managers can mitigate risks, optimize resources, and ensure project success.
• Closure and Evaluation: Finally, situation analysis is used in the closure and evaluation phase of a project to assess project outcomes, identify lessons learned, and gather feedback for future projects. By conducting a comprehensive review of project performance and outcomes , project managers can identify strengths and weaknesses, celebrate successes, and identify areas for improvement in future projects.

Overall, integrating situation analysis into project management processes ensures that projects are well-informed, well-planned, and well-executed, leading to greater efficiency, effectiveness, and success. By leveraging insights from situation analysis, project managers can make informed decisions, mitigate risks, and deliver value to stakeholders throughout the project lifecycle.

Situation analysis tools

Visualizing information is crucial for marketing teams to process data effectively, especially when dealing with statistics and large volumes of text. Familiarize yourself with diagrams tailored to marketing contexts and use them to your advantage.

If you’re planning to incorporate diagrams into your Situation Analysis, ensure you have the right tools for the job. Marketing teams can benefit from utilizing tools such as SWOT diagrams, 5C Analysis, and PESTLE Analysis, as they offer insights specific to the marketing landscape.

Online diagramming tools are invaluable for marketing teams, offering easy-to-use platforms for creating, editing, and sharing visual representations of data. With premade templates readily available, you can streamline the process and focus more on making informed marketing decisions, rather than spending time on formatting and file management.

This post was originally published on March 11, 2020, and updated most recently on May 6, 2024.

Business process optimization: what is it, and how do you do it?

Process improvement methods every project manager should know

Subscribe to our newsletter.

Learn with Nulab to bring your best ideas to life

• Skip to main content
• Skip to primary sidebar
• Skip to footer
• QuestionPro

• Solutions Industries Gaming Automotive Sports and events Education Government Travel & Hospitality Financial Services Healthcare Cannabis Technology Use Case NPS+ Communities Audience Contactless surveys Mobile LivePolls Member Experience GDPR Positive People Science 360 Feedback Surveys
• Resources Blog eBooks Survey Templates Case Studies Training Help center

Home Workforce

Situational Analysis: What It Is, Importance + How to Conduct It

Successful companies understand how to locate and win market positions. But can every company take advantage of opportunities that may arise? Situational analysis assists a business in determining its strengths and weaknesses and how it can compete in the market.

In this blog, we will look at what situational analysis is, why it is important, and the procedure for conducting one.

What is situational analysis?

Situational analysis is the process of collecting, evaluating, and organizing information regarding an organization’s internal and external environments.

It involves evaluating the business’s strengths, weaknesses, opportunities, and threats ( SWOT analysis ). It may also include collecting and evaluating data about trends, consumers, competitors, and other external factors that may affect the organization.

The objective of situational analysis is to present a precise and accurate picture of the organization’s current state, which can be utilized to guide strategic planning and decision-making.

Situational analysis can be performed at any time, but it’s especially important before starting a new process or project. It helps you figure out the best way to move forward and avoid wasting time by doing things over or making wrong moves.

Why is situational analysis important in business?

Situational analysis is important for organizations because it helps them figure out where they are now and what opportunities and problems they might face. Some importance of conducting a situational analysis are as follows:

• Informing decision-making: Situational analysis helps decision-makers understand the possible results of different courses of action by collecting and analyzing information about the organization’s internal and external environment.
• Identifying strengths and weaknesses: It can help organizations understand their own strengths and weaknesses, which can help them create strategies and decide how to use their resources.
• Identifying opportunities and threats: It helps organizations find potential opportunities and threats and develop plans to deal with them by looking at trend analysis and outside factors that may affect the organization.
• Understanding the competitive landscape: As part of a situational analysis, doing a competitive analysis can help organizations understand the strengths, weaknesses, and strategies of their competitors. This can help organizations plan their own strategies.
• Providing a basis for strategic planning: It can be the basis for strategic planning and help organizations set clear smart goals and objectives by giving a complete picture of the organization’s current state.
• Getting the team involved and inspired: Great employees often leave stagnant companies because they see no use in working for the company in the long run. Situation analysis helps to spark discussion and new ideas among your team members.
• Setting business goals: Situational analysis gives organizations the insight to set achievable and beneficial objectives. Each analysis needs to have a plan for execution developed and authorized by decision-makers.

Tools and techniques of situational analysis

Organizations can use many different tools and techniques of situational analysis to evaluate and understand their internal and external environments. Here are some common types of this analysis:

1. SWOT analysis

SWOT analysis is a situational analysis process that involves evaluating strengths, weaknesses, opportunities, and threats. It’s a common approach to evaluating complicated situations.

• Strengths: Positive aspects of your company, products, services, and marketing initiatives.
• Weaknesses: Areas where your products, brand image and marketing initiatives can be improved.
• Opportunities: Includes suggestions for how you might succeed more, such as new methods of contacting customers or potential new markets.
• Threats: External factors that might have a negative impact on your profits or sales.

2. 5C’s analysis

The 5Cs analysis evaluates the internal and external factors affecting a company’s success. The 5C’s stand for:

• Company: This is about the organization’s resources, abilities, and processes.
• Customers: This refers to the people or businesses who make purchases of the company’s products or services.
• Competitors: This refers to other businesses in the same market that offer similar products or services.
• Collaborators: This refers to people or groups collaborating with the company, such as suppliers, partners, or distributors.
• Context: This refers to the organization’s operating environment as a whole, which includes economic, social, technological, and political elements.

3. Porter’s five forces

Porter’s Five Forces analysis helps companies assess their industry’s competitive forces and plan strategically based on their industry structure and suppliers’ and buyers’ power. These are the five forces:

• Competitive rivalry: It depends on how many competitors you have and how strong those competitors are. How strong your business is in the market is shown by its many competitors and how big those companies are.
• Threat of substitution: It relates to how easily a company’s product can be made again. A corporation has more market dominance and power if its good or service has no comparable alternatives.
• The threat of new entry: A company’s standing depends on how quickly new competitors can enter its field. When it’s easy to get into an industry and become a legitimate competitor, it weakens the power of all the businesses in that industry.
• Supplier power: An analysis of how easy it is for suppliers to raise prices. The number of suppliers of each vital input, their uniqueness, their size and strength, and the cost of switching suppliers determine this.
• Buyer power: An analysis of how easy it is for buyers to lower prices. The number of buyers, the importance of each buyer to the organization, and the cost of switching suppliers influence this. Few big purchasers can demand conditions from a corporation.

5. PESTLE analysis

PESTLE analysis is used to assess the external environment in which businesses operate. PESTLE stands for:

• Political: It includes the government’s stability, the regulatory environment, and any political influences on the organization.
• Economic: It includes economic growth, inflation, exchange rates, and unemployment.
• Social: It refers to the social and cultural standards and values of society, including demographics, workplace attitudes, and consumer behavior.
• Technological: It relates to an organization’s technological environment, including technological progress, change, and the impact of technology on products and services.
• Legal: It refers to an organization’s legal and regulatory environment analysis , including legislation that may affect its activities.
• Environmental: It refers to an organization’s physical environment, including its impact on the environment and how environmental challenges affect it.

5. VRIO analysis

VRIO analysis helps businesses determine which of their resources and skills are the most valuable and rare, as well as how they can be used to gain a competitive edge. VRIO framework stands for the following:

• Value: It means how much a company’s resources or skills help it create value for its customers.
• Rarity: It measures how unique a resource or skill is to the organization. If a resource or skill is hard to find, it may give you an edge over your competitors.
• Imitability: It is the degree to which another organization can copy or duplicate a resource or skill. If a resource or skill is hard to replicate, it may give you an edge over your competitors.
• Organization: It is how well a business can use its resources and skills to make money.

How to conduct situational analysis?

Conducting a situational analysis means gathering and analyzing information about an organization’s internal and external environment to understand its current situation and find potential opportunities and challenges.

Here are some steps you can take when performing a situational analysis:

01. Set the objective of the analysis

Determine the analysis’s particular goals and objectives, as well as the stakeholders that will be participating. This will assist you in concentrating your efforts and ensuring that the analysis is relevant and valuable.

02. Collect the necessary data

Gather necessary data from various sources, such as internal documents, industry reports, market research, and customer feedback . Consider using methods like interviews, surveys , and focus groups to learn more.

QuestionPro is an online survey tool to help you make better business decisions. It enables you to make the right changes with valuable analytics and insights about your workforce.

03. Analyze the data

Use situational analysis tools and techniques like SWOT analysis, 5C’s analysis, Porter’s five forces, PESTEL analysis , or VRIO analysis to figure out the most important trends, patterns, and problems that the data shows.

04. Identify the most important opportunities and challenges

Based on your analysis, list the most important opportunities and challenges the organization faces. Think about how these chances and issues will affect the organization’s goals and objectives.

05. Make suggestions and recommendations

Develop suggestions and recommendations for how the organization may take advantage of opportunities and handle challenges based on your findings. Think about the organization’s resources and competencies, as well as any potential risks or restrictions.

06. Report the findings

After reporting the analysis results, discuss the implications and recommendations with the relevant parties. Put the analysis findings to work in guiding the company’s future actions. Practical business intelligence relies on the synergy between analytics and reporting , where analytics uncovers valuable insights, and reporting communicates these findings to stakeholders.

Situational analysis can be complicated and take a lot of time, but it can give organizations valuable information and help them make smart decisions about their future.

How can QuestionPro help you in situational analysis?

QuestionPro creates and distributes surveys well. It has an easy wizard for designing survey questions, facilities for emailing or posting surveys, and tools for analyzing and viewing results. It helps organizations examine trends and patterns by gathering input and data from many individuals quickly and efficiently.

Here are some ways that QuestionPro can help businesses in situational analysis:

• Gathering customer feedback: QuestionPro survey software can collect customer feedback on product or service satisfaction, loyalty, and preferences. This can help organizations identify client demands and improve.
• Assessing employee satisfaction: QuestionPro can be used to survey employees on work happiness, engagement, and retention. This can assist companies in understanding employee demands and identifying areas for improvement.
• Identifying industry trends: QuestionPro can be used to ask industry professionals and other stakeholders about market trends and changes. This can help organizations comprehend their broader context and discover opportunities and challenges.
• Analyzing data: QuestionPro survey software contains analytics and reporting features to assist organizations in analyzing and comprehending their results. This can help organizations spot trends and make informed decisions based on the information.

QuestionPro can be a useful tool for businesses to collect and analyze data as part of a situational analysis. This helps them understand their internal and external environment and make smart decisions about their future direction.

Situational analysis can provide light on your company’s position in the market, what is working, what could be improved, and growth potential. Develop a marketing strategy, uncover market voids your business can fill, promote new technology, and react to rival changes using a situational analysis.

To better understand where your business is coming from and the direction it should take, modify the assessment as necessary.

QuestionPro workforce can be an excellent tool for organizations to acquire and evaluate data as part of a situational analysis, allowing them to understand their employees’ requirements and preferences better and make more educated decisions about workforce management approaches.

QuestionPro Workforce is a powerful tool for surveys and data analysis that will help you find out what process improvement surveys tell you.

BOOK A DEMO         LEARN MORE

MORE LIKE THIS

How Can I Help You? — Tuesday CX Thoughts

Jun 5, 2024

Why Multilingual 360 Feedback Surveys Provide Better Insights

Jun 3, 2024

Raked Weighting: A Key Tool for Accurate Survey Results

May 31, 2024

Top 8 Data Trends to Understand the Future of Data

May 30, 2024

Other categories

• Academic Research
• Artificial Intelligence
• Assessments
• Brand Awareness
• Case Studies
• Communities
• Consumer Insights
• Customer effort score
• Customer Engagement
• Customer Experience
• Customer Loyalty
• Customer Research
• Customer Satisfaction
• Employee Benefits
• Employee Engagement
• Employee Retention
• Friday Five
• General Data Protection Regulation
• Insights Hub
• Life@QuestionPro
• Market Research
• Mobile diaries
• Mobile Surveys
• New Features
• Online Communities
• Question Types
• Questionnaire
• QuestionPro Products
• Release Notes
• Research Tools and Apps
• Revenue at Risk
• Survey Templates
• Training Tips
• Uncategorized
• Video Learning Series
• What’s Coming Up
• Workforce Intelligence

• Bipolar Disorder
• Therapy Center
• When To See a Therapist
• Types of Therapy
• Best Online Therapy
• Best Couples Therapy
• Best Family Therapy
• Managing Stress
• Sleep and Dreaming
• Understanding Emotions
• Self-Improvement
• Healthy Relationships
• Student Resources
• Personality Types
• Guided Meditations
• Verywell Mind Insights
• 2024 Verywell Mind 25
• Mental Health in the Classroom
• Editorial Process
• Meet Our Review Board
• Crisis Support

What Is a Case Study?

Weighing the pros and cons of this method of research

Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

Cara Lustik is a fact-checker and copywriter.

Verywell / Colleen Tighe

• Pros and Cons

What Types of Case Studies Are Out There?

Where do you find data for a case study, how do i write a psychology case study.

A case study is an in-depth study of one person, group, or event. In a case study, nearly every aspect of the subject's life and history is analyzed to seek patterns and causes of behavior. Case studies can be used in many different fields, including psychology, medicine, education, anthropology, political science, and social work.

The point of a case study is to learn as much as possible about an individual or group so that the information can be generalized to many others. Unfortunately, case studies tend to be highly subjective, and it is sometimes difficult to generalize results to a larger population.

While case studies focus on a single individual or group, they follow a format similar to other types of psychology writing. If you are writing a case study, we got you—here are some rules of APA format to reference.  

At a Glance

A case study, or an in-depth study of a person, group, or event, can be a useful research tool when used wisely. In many cases, case studies are best used in situations where it would be difficult or impossible for you to conduct an experiment. They are helpful for looking at unique situations and allow researchers to gather a lot of˜ information about a specific individual or group of people. However, it's important to be cautious of any bias we draw from them as they are highly subjective.

What Are the Benefits and Limitations of Case Studies?

A case study can have its strengths and weaknesses. Researchers must consider these pros and cons before deciding if this type of study is appropriate for their needs.

One of the greatest advantages of a case study is that it allows researchers to investigate things that are often difficult or impossible to replicate in a lab. Some other benefits of a case study:

• Allows researchers to capture information on the 'how,' 'what,' and 'why,' of something that's implemented
• Gives researchers the chance to collect information on why one strategy might be chosen over another
• Permits researchers to develop hypotheses that can be explored in experimental research

On the other hand, a case study can have some drawbacks:

• It cannot necessarily be generalized to the larger population
• Cannot demonstrate cause and effect
• It may not be scientifically rigorous
• It can lead to bias

Researchers may choose to perform a case study if they want to explore a unique or recently discovered phenomenon. Through their insights, researchers develop additional ideas and study questions that might be explored in future studies.

It's important to remember that the insights from case studies cannot be used to determine cause-and-effect relationships between variables. However, case studies may be used to develop hypotheses that can then be addressed in experimental research.

Case Study Examples

There have been a number of notable case studies in the history of psychology. Much of  Freud's work and theories were developed through individual case studies. Some great examples of case studies in psychology include:

• Anna O : Anna O. was a pseudonym of a woman named Bertha Pappenheim, a patient of a physician named Josef Breuer. While she was never a patient of Freud's, Freud and Breuer discussed her case extensively. The woman was experiencing symptoms of a condition that was then known as hysteria and found that talking about her problems helped relieve her symptoms. Her case played an important part in the development of talk therapy as an approach to mental health treatment.
• Phineas Gage : Phineas Gage was a railroad employee who experienced a terrible accident in which an explosion sent a metal rod through his skull, damaging important portions of his brain. Gage recovered from his accident but was left with serious changes in both personality and behavior.
• Genie : Genie was a young girl subjected to horrific abuse and isolation. The case study of Genie allowed researchers to study whether language learning was possible, even after missing critical periods for language development. Her case also served as an example of how scientific research may interfere with treatment and lead to further abuse of vulnerable individuals.

Such cases demonstrate how case research can be used to study things that researchers could not replicate in experimental settings. In Genie's case, her horrific abuse denied her the opportunity to learn a language at critical points in her development.

This is clearly not something researchers could ethically replicate, but conducting a case study on Genie allowed researchers to study phenomena that are otherwise impossible to reproduce.

There are a few different types of case studies that psychologists and other researchers might use:

• Collective case studies : These involve studying a group of individuals. Researchers might study a group of people in a certain setting or look at an entire community. For example, psychologists might explore how access to resources in a community has affected the collective mental well-being of those who live there.
• Descriptive case studies : These involve starting with a descriptive theory. The subjects are then observed, and the information gathered is compared to the pre-existing theory.
• Explanatory case studies : These   are often used to do causal investigations. In other words, researchers are interested in looking at factors that may have caused certain things to occur.
• Exploratory case studies : These are sometimes used as a prelude to further, more in-depth research. This allows researchers to gather more information before developing their research questions and hypotheses .
• Instrumental case studies : These occur when the individual or group allows researchers to understand more than what is initially obvious to observers.
• Intrinsic case studies : This type of case study is when the researcher has a personal interest in the case. Jean Piaget's observations of his own children are good examples of how an intrinsic case study can contribute to the development of a psychological theory.

The three main case study types often used are intrinsic, instrumental, and collective. Intrinsic case studies are useful for learning about unique cases. Instrumental case studies help look at an individual to learn more about a broader issue. A collective case study can be useful for looking at several cases simultaneously.

The type of case study that psychology researchers use depends on the unique characteristics of the situation and the case itself.

There are a number of different sources and methods that researchers can use to gather information about an individual or group. Six major sources that have been identified by researchers are:

• Archival records : Census records, survey records, and name lists are examples of archival records.
• Direct observation : This strategy involves observing the subject, often in a natural setting . While an individual observer is sometimes used, it is more common to utilize a group of observers.
• Documents : Letters, newspaper articles, administrative records, etc., are the types of documents often used as sources.
• Interviews : Interviews are one of the most important methods for gathering information in case studies. An interview can involve structured survey questions or more open-ended questions.
• Participant observation : When the researcher serves as a participant in events and observes the actions and outcomes, it is called participant observation.
• Physical artifacts : Tools, objects, instruments, and other artifacts are often observed during a direct observation of the subject.

If you have been directed to write a case study for a psychology course, be sure to check with your instructor for any specific guidelines you need to follow. If you are writing your case study for a professional publication, check with the publisher for their specific guidelines for submitting a case study.

Here is a general outline of what should be included in a case study.

Section 1: A Case History

This section will have the following structure and content:

Background information : The first section of your paper will present your client's background. Include factors such as age, gender, work, health status, family mental health history, family and social relationships, drug and alcohol history, life difficulties, goals, and coping skills and weaknesses.

Description of the presenting problem : In the next section of your case study, you will describe the problem or symptoms that the client presented with.

Describe any physical, emotional, or sensory symptoms reported by the client. Thoughts, feelings, and perceptions related to the symptoms should also be noted. Any screening or diagnostic assessments that are used should also be described in detail and all scores reported.

Your diagnosis : Provide your diagnosis and give the appropriate Diagnostic and Statistical Manual code. Explain how you reached your diagnosis, how the client's symptoms fit the diagnostic criteria for the disorder(s), or any possible difficulties in reaching a diagnosis.

Section 2: Treatment Plan

This portion of the paper will address the chosen treatment for the condition. This might also include the theoretical basis for the chosen treatment or any other evidence that might exist to support why this approach was chosen.

• Cognitive behavioral approach : Explain how a cognitive behavioral therapist would approach treatment. Offer background information on cognitive behavioral therapy and describe the treatment sessions, client response, and outcome of this type of treatment. Make note of any difficulties or successes encountered by your client during treatment.
• Humanistic approach : Describe a humanistic approach that could be used to treat your client, such as client-centered therapy . Provide information on the type of treatment you chose, the client's reaction to the treatment, and the end result of this approach. Explain why the treatment was successful or unsuccessful.
• Psychoanalytic approach : Describe how a psychoanalytic therapist would view the client's problem. Provide some background on the psychoanalytic approach and cite relevant references. Explain how psychoanalytic therapy would be used to treat the client, how the client would respond to therapy, and the effectiveness of this treatment approach.
• Pharmacological approach : If treatment primarily involves the use of medications, explain which medications were used and why. Provide background on the effectiveness of these medications and how monotherapy may compare with an approach that combines medications with therapy or other treatments.

This section of a case study should also include information about the treatment goals, process, and outcomes.

When you are writing a case study, you should also include a section where you discuss the case study itself, including the strengths and limitiations of the study. You should note how the findings of your case study might support previous research. 

In your discussion section, you should also describe some of the implications of your case study. What ideas or findings might require further exploration? How might researchers go about exploring some of these questions in additional studies?

Need More Tips?

Here are a few additional pointers to keep in mind when formatting your case study:

• Never refer to the subject of your case study as "the client." Instead, use their name or a pseudonym.
• Read examples of case studies to gain an idea about the style and format.
• Remember to use APA format when citing references .

Crowe S, Cresswell K, Robertson A, Huby G, Avery A, Sheikh A. The case study approach .  BMC Med Res Methodol . 2011;11:100.

Crowe S, Cresswell K, Robertson A, Huby G, Avery A, Sheikh A. The case study approach . BMC Med Res Methodol . 2011 Jun 27;11:100. doi:10.1186/1471-2288-11-100

Gagnon, Yves-Chantal.  The Case Study as Research Method: A Practical Handbook . Canada, Chicago Review Press Incorporated DBA Independent Pub Group, 2010.

Yin, Robert K. Case Study Research and Applications: Design and Methods . United States, SAGE Publications, 2017.

By Kendra Cherry, MSEd Kendra Cherry, MS, is a psychosocial rehabilitation specialist, psychology educator, and author of the "Everything Psychology Book."

• Privacy Policy

Home » Case Study – Methods, Examples and Guide

Case Study – Methods, Examples and Guide

Table of Contents

A case study is a research method that involves an in-depth examination and analysis of a particular phenomenon or case, such as an individual, organization, community, event, or situation.

It is a qualitative research approach that aims to provide a detailed and comprehensive understanding of the case being studied. Case studies typically involve multiple sources of data, including interviews, observations, documents, and artifacts, which are analyzed using various techniques, such as content analysis, thematic analysis, and grounded theory. The findings of a case study are often used to develop theories, inform policy or practice, or generate new research questions.

Types of Case Study

Types and Methods of Case Study are as follows:

Single-Case Study

A single-case study is an in-depth analysis of a single case. This type of case study is useful when the researcher wants to understand a specific phenomenon in detail.

For Example , A researcher might conduct a single-case study on a particular individual to understand their experiences with a particular health condition or a specific organization to explore their management practices. The researcher collects data from multiple sources, such as interviews, observations, and documents, and uses various techniques to analyze the data, such as content analysis or thematic analysis. The findings of a single-case study are often used to generate new research questions, develop theories, or inform policy or practice.

Multiple-Case Study

A multiple-case study involves the analysis of several cases that are similar in nature. This type of case study is useful when the researcher wants to identify similarities and differences between the cases.

For Example, a researcher might conduct a multiple-case study on several companies to explore the factors that contribute to their success or failure. The researcher collects data from each case, compares and contrasts the findings, and uses various techniques to analyze the data, such as comparative analysis or pattern-matching. The findings of a multiple-case study can be used to develop theories, inform policy or practice, or generate new research questions.

Exploratory Case Study

An exploratory case study is used to explore a new or understudied phenomenon. This type of case study is useful when the researcher wants to generate hypotheses or theories about the phenomenon.

For Example, a researcher might conduct an exploratory case study on a new technology to understand its potential impact on society. The researcher collects data from multiple sources, such as interviews, observations, and documents, and uses various techniques to analyze the data, such as grounded theory or content analysis. The findings of an exploratory case study can be used to generate new research questions, develop theories, or inform policy or practice.

Descriptive Case Study

A descriptive case study is used to describe a particular phenomenon in detail. This type of case study is useful when the researcher wants to provide a comprehensive account of the phenomenon.

For Example, a researcher might conduct a descriptive case study on a particular community to understand its social and economic characteristics. The researcher collects data from multiple sources, such as interviews, observations, and documents, and uses various techniques to analyze the data, such as content analysis or thematic analysis. The findings of a descriptive case study can be used to inform policy or practice or generate new research questions.

Instrumental Case Study

An instrumental case study is used to understand a particular phenomenon that is instrumental in achieving a particular goal. This type of case study is useful when the researcher wants to understand the role of the phenomenon in achieving the goal.

For Example, a researcher might conduct an instrumental case study on a particular policy to understand its impact on achieving a particular goal, such as reducing poverty. The researcher collects data from multiple sources, such as interviews, observations, and documents, and uses various techniques to analyze the data, such as content analysis or thematic analysis. The findings of an instrumental case study can be used to inform policy or practice or generate new research questions.

Case Study Data Collection Methods

Here are some common data collection methods for case studies:

Interviews involve asking questions to individuals who have knowledge or experience relevant to the case study. Interviews can be structured (where the same questions are asked to all participants) or unstructured (where the interviewer follows up on the responses with further questions). Interviews can be conducted in person, over the phone, or through video conferencing.

Observations

Observations involve watching and recording the behavior and activities of individuals or groups relevant to the case study. Observations can be participant (where the researcher actively participates in the activities) or non-participant (where the researcher observes from a distance). Observations can be recorded using notes, audio or video recordings, or photographs.

Documents can be used as a source of information for case studies. Documents can include reports, memos, emails, letters, and other written materials related to the case study. Documents can be collected from the case study participants or from public sources.

Surveys involve asking a set of questions to a sample of individuals relevant to the case study. Surveys can be administered in person, over the phone, through mail or email, or online. Surveys can be used to gather information on attitudes, opinions, or behaviors related to the case study.

Artifacts are physical objects relevant to the case study. Artifacts can include tools, equipment, products, or other objects that provide insights into the case study phenomenon.

How to conduct Case Study Research

Conducting a case study research involves several steps that need to be followed to ensure the quality and rigor of the study. Here are the steps to conduct case study research:

• Define the research questions: The first step in conducting a case study research is to define the research questions. The research questions should be specific, measurable, and relevant to the case study phenomenon under investigation.
• Select the case: The next step is to select the case or cases to be studied. The case should be relevant to the research questions and should provide rich and diverse data that can be used to answer the research questions.
• Collect data: Data can be collected using various methods, such as interviews, observations, documents, surveys, and artifacts. The data collection method should be selected based on the research questions and the nature of the case study phenomenon.
• Analyze the data: The data collected from the case study should be analyzed using various techniques, such as content analysis, thematic analysis, or grounded theory. The analysis should be guided by the research questions and should aim to provide insights and conclusions relevant to the research questions.
• Draw conclusions: The conclusions drawn from the case study should be based on the data analysis and should be relevant to the research questions. The conclusions should be supported by evidence and should be clearly stated.
• Validate the findings: The findings of the case study should be validated by reviewing the data and the analysis with participants or other experts in the field. This helps to ensure the validity and reliability of the findings.
• Write the report: The final step is to write the report of the case study research. The report should provide a clear description of the case study phenomenon, the research questions, the data collection methods, the data analysis, the findings, and the conclusions. The report should be written in a clear and concise manner and should follow the guidelines for academic writing.

Examples of Case Study

Here are some examples of case study research:

• The Hawthorne Studies : Conducted between 1924 and 1932, the Hawthorne Studies were a series of case studies conducted by Elton Mayo and his colleagues to examine the impact of work environment on employee productivity. The studies were conducted at the Hawthorne Works plant of the Western Electric Company in Chicago and included interviews, observations, and experiments.
• The Stanford Prison Experiment: Conducted in 1971, the Stanford Prison Experiment was a case study conducted by Philip Zimbardo to examine the psychological effects of power and authority. The study involved simulating a prison environment and assigning participants to the role of guards or prisoners. The study was controversial due to the ethical issues it raised.
• The Challenger Disaster: The Challenger Disaster was a case study conducted to examine the causes of the Space Shuttle Challenger explosion in 1986. The study included interviews, observations, and analysis of data to identify the technical, organizational, and cultural factors that contributed to the disaster.
• The Enron Scandal: The Enron Scandal was a case study conducted to examine the causes of the Enron Corporation’s bankruptcy in 2001. The study included interviews, analysis of financial data, and review of documents to identify the accounting practices, corporate culture, and ethical issues that led to the company’s downfall.
• The Fukushima Nuclear Disaster : The Fukushima Nuclear Disaster was a case study conducted to examine the causes of the nuclear accident that occurred at the Fukushima Daiichi Nuclear Power Plant in Japan in 2011. The study included interviews, analysis of data, and review of documents to identify the technical, organizational, and cultural factors that contributed to the disaster.

Application of Case Study

Case studies have a wide range of applications across various fields and industries. Here are some examples:

Business and Management

Case studies are widely used in business and management to examine real-life situations and develop problem-solving skills. Case studies can help students and professionals to develop a deep understanding of business concepts, theories, and best practices.

Case studies are used in healthcare to examine patient care, treatment options, and outcomes. Case studies can help healthcare professionals to develop critical thinking skills, diagnose complex medical conditions, and develop effective treatment plans.

Case studies are used in education to examine teaching and learning practices. Case studies can help educators to develop effective teaching strategies, evaluate student progress, and identify areas for improvement.

Social Sciences

Case studies are widely used in social sciences to examine human behavior, social phenomena, and cultural practices. Case studies can help researchers to develop theories, test hypotheses, and gain insights into complex social issues.

Law and Ethics

Case studies are used in law and ethics to examine legal and ethical dilemmas. Case studies can help lawyers, policymakers, and ethical professionals to develop critical thinking skills, analyze complex cases, and make informed decisions.

Purpose of Case Study

The purpose of a case study is to provide a detailed analysis of a specific phenomenon, issue, or problem in its real-life context. A case study is a qualitative research method that involves the in-depth exploration and analysis of a particular case, which can be an individual, group, organization, event, or community.

The primary purpose of a case study is to generate a comprehensive and nuanced understanding of the case, including its history, context, and dynamics. Case studies can help researchers to identify and examine the underlying factors, processes, and mechanisms that contribute to the case and its outcomes. This can help to develop a more accurate and detailed understanding of the case, which can inform future research, practice, or policy.

Case studies can also serve other purposes, including:

• Illustrating a theory or concept: Case studies can be used to illustrate and explain theoretical concepts and frameworks, providing concrete examples of how they can be applied in real-life situations.
• Developing hypotheses: Case studies can help to generate hypotheses about the causal relationships between different factors and outcomes, which can be tested through further research.
• Providing insight into complex issues: Case studies can provide insights into complex and multifaceted issues, which may be difficult to understand through other research methods.
• Informing practice or policy: Case studies can be used to inform practice or policy by identifying best practices, lessons learned, or areas for improvement.

Advantages of Case Study Research

There are several advantages of case study research, including:

• In-depth exploration: Case study research allows for a detailed exploration and analysis of a specific phenomenon, issue, or problem in its real-life context. This can provide a comprehensive understanding of the case and its dynamics, which may not be possible through other research methods.
• Rich data: Case study research can generate rich and detailed data, including qualitative data such as interviews, observations, and documents. This can provide a nuanced understanding of the case and its complexity.
• Holistic perspective: Case study research allows for a holistic perspective of the case, taking into account the various factors, processes, and mechanisms that contribute to the case and its outcomes. This can help to develop a more accurate and comprehensive understanding of the case.
• Theory development: Case study research can help to develop and refine theories and concepts by providing empirical evidence and concrete examples of how they can be applied in real-life situations.
• Practical application: Case study research can inform practice or policy by identifying best practices, lessons learned, or areas for improvement.
• Contextualization: Case study research takes into account the specific context in which the case is situated, which can help to understand how the case is influenced by the social, cultural, and historical factors of its environment.

Limitations of Case Study Research

There are several limitations of case study research, including:

• Limited generalizability : Case studies are typically focused on a single case or a small number of cases, which limits the generalizability of the findings. The unique characteristics of the case may not be applicable to other contexts or populations, which may limit the external validity of the research.
• Biased sampling: Case studies may rely on purposive or convenience sampling, which can introduce bias into the sample selection process. This may limit the representativeness of the sample and the generalizability of the findings.
• Subjectivity: Case studies rely on the interpretation of the researcher, which can introduce subjectivity into the analysis. The researcher’s own biases, assumptions, and perspectives may influence the findings, which may limit the objectivity of the research.
• Limited control: Case studies are typically conducted in naturalistic settings, which limits the control that the researcher has over the environment and the variables being studied. This may limit the ability to establish causal relationships between variables.
• Time-consuming: Case studies can be time-consuming to conduct, as they typically involve a detailed exploration and analysis of a specific case. This may limit the feasibility of conducting multiple case studies or conducting case studies in a timely manner.
• Resource-intensive: Case studies may require significant resources, including time, funding, and expertise. This may limit the ability of researchers to conduct case studies in resource-constrained settings.

About the author

Muhammad Hassan

Researcher, Academic Writer, Web developer

You may also like

Quasi-Experimental Research Design – Types...

Phenomenology – Methods, Examples and Guide

Ethnographic Research -Types, Methods and Guide

Transformative Design – Methods, Types, Guide

Textual Analysis – Types, Examples and Guide

Applied Research – Types, Methods and Examples

Organizing Your Social Sciences Research Assignments

• Annotated Bibliography
• Analyzing a Scholarly Journal Article
• Group Presentations
• Dealing with Nervousness
• Using Visual Aids
• Grading Someone Else's Paper
• Types of Structured Group Activities
• Group Project Survival Skills
• Leading a Class Discussion
• Multiple Book Review Essay
• Reviewing Collected Works
• Writing a Case Analysis Paper
• Writing a Case Study
• About Informed Consent
• Writing Field Notes
• Writing a Policy Memo
• Writing a Reflective Paper
• Writing a Research Proposal
• Generative AI and Writing
• Acknowledgments

A case study research paper examines a person, place, event, condition, phenomenon, or other type of subject of analysis in order to extrapolate  key themes and results that help predict future trends, illuminate previously hidden issues that can be applied to practice, and/or provide a means for understanding an important research problem with greater clarity. A case study research paper usually examines a single subject of analysis, but case study papers can also be designed as a comparative investigation that shows relationships between two or more subjects. The methods used to study a case can rest within a quantitative, qualitative, or mixed-method investigative paradigm.

Case Studies. Writing@CSU. Colorado State University; Mills, Albert J. , Gabrielle Durepos, and Eiden Wiebe, editors. Encyclopedia of Case Study Research . Thousand Oaks, CA: SAGE Publications, 2010 ; “What is a Case Study?” In Swanborn, Peter G. Case Study Research: What, Why and How? London: SAGE, 2010.

How to Approach Writing a Case Study Research Paper

General information about how to choose a topic to investigate can be found under the " Choosing a Research Problem " tab in the Organizing Your Social Sciences Research Paper writing guide. Review this page because it may help you identify a subject of analysis that can be investigated using a case study design.

However, identifying a case to investigate involves more than choosing the research problem . A case study encompasses a problem contextualized around the application of in-depth analysis, interpretation, and discussion, often resulting in specific recommendations for action or for improving existing conditions. As Seawright and Gerring note, practical considerations such as time and access to information can influence case selection, but these issues should not be the sole factors used in describing the methodological justification for identifying a particular case to study. Given this, selecting a case includes considering the following:

• The case represents an unusual or atypical example of a research problem that requires more in-depth analysis? Cases often represent a topic that rests on the fringes of prior investigations because the case may provide new ways of understanding the research problem. For example, if the research problem is to identify strategies to improve policies that support girl's access to secondary education in predominantly Muslim nations, you could consider using Azerbaijan as a case study rather than selecting a more obvious nation in the Middle East. Doing so may reveal important new insights into recommending how governments in other predominantly Muslim nations can formulate policies that support improved access to education for girls.
• The case provides important insight or illuminate a previously hidden problem? In-depth analysis of a case can be based on the hypothesis that the case study will reveal trends or issues that have not been exposed in prior research or will reveal new and important implications for practice. For example, anecdotal evidence may suggest drug use among homeless veterans is related to their patterns of travel throughout the day. Assuming prior studies have not looked at individual travel choices as a way to study access to illicit drug use, a case study that observes a homeless veteran could reveal how issues of personal mobility choices facilitate regular access to illicit drugs. Note that it is important to conduct a thorough literature review to ensure that your assumption about the need to reveal new insights or previously hidden problems is valid and evidence-based.
• The case challenges and offers a counter-point to prevailing assumptions? Over time, research on any given topic can fall into a trap of developing assumptions based on outdated studies that are still applied to new or changing conditions or the idea that something should simply be accepted as "common sense," even though the issue has not been thoroughly tested in current practice. A case study analysis may offer an opportunity to gather evidence that challenges prevailing assumptions about a research problem and provide a new set of recommendations applied to practice that have not been tested previously. For example, perhaps there has been a long practice among scholars to apply a particular theory in explaining the relationship between two subjects of analysis. Your case could challenge this assumption by applying an innovative theoretical framework [perhaps borrowed from another discipline] to explore whether this approach offers new ways of understanding the research problem. Taking a contrarian stance is one of the most important ways that new knowledge and understanding develops from existing literature.
• The case provides an opportunity to pursue action leading to the resolution of a problem? Another way to think about choosing a case to study is to consider how the results from investigating a particular case may result in findings that reveal ways in which to resolve an existing or emerging problem. For example, studying the case of an unforeseen incident, such as a fatal accident at a railroad crossing, can reveal hidden issues that could be applied to preventative measures that contribute to reducing the chance of accidents in the future. In this example, a case study investigating the accident could lead to a better understanding of where to strategically locate additional signals at other railroad crossings so as to better warn drivers of an approaching train, particularly when visibility is hindered by heavy rain, fog, or at night.
• The case offers a new direction in future research? A case study can be used as a tool for an exploratory investigation that highlights the need for further research about the problem. A case can be used when there are few studies that help predict an outcome or that establish a clear understanding about how best to proceed in addressing a problem. For example, after conducting a thorough literature review [very important!], you discover that little research exists showing the ways in which women contribute to promoting water conservation in rural communities of east central Africa. A case study of how women contribute to saving water in a rural village of Uganda can lay the foundation for understanding the need for more thorough research that documents how women in their roles as cooks and family caregivers think about water as a valuable resource within their community. This example of a case study could also point to the need for scholars to build new theoretical frameworks around the topic [e.g., applying feminist theories of work and family to the issue of water conservation].

Eisenhardt, Kathleen M. “Building Theories from Case Study Research.” Academy of Management Review 14 (October 1989): 532-550; Emmel, Nick. Sampling and Choosing Cases in Qualitative Research: A Realist Approach . Thousand Oaks, CA: SAGE Publications, 2013; Gerring, John. “What Is a Case Study and What Is It Good for?” American Political Science Review 98 (May 2004): 341-354; Mills, Albert J. , Gabrielle Durepos, and Eiden Wiebe, editors. Encyclopedia of Case Study Research . Thousand Oaks, CA: SAGE Publications, 2010; Seawright, Jason and John Gerring. "Case Selection Techniques in Case Study Research." Political Research Quarterly 61 (June 2008): 294-308.

Structure and Writing Style

The purpose of a paper in the social sciences designed around a case study is to thoroughly investigate a subject of analysis in order to reveal a new understanding about the research problem and, in so doing, contributing new knowledge to what is already known from previous studies. In applied social sciences disciplines [e.g., education, social work, public administration, etc.], case studies may also be used to reveal best practices, highlight key programs, or investigate interesting aspects of professional work.

In general, the structure of a case study research paper is not all that different from a standard college-level research paper. However, there are subtle differences you should be aware of. Here are the key elements to organizing and writing a case study research paper.

I.  Introduction

As with any research paper, your introduction should serve as a roadmap for your readers to ascertain the scope and purpose of your study . The introduction to a case study research paper, however, should not only describe the research problem and its significance, but you should also succinctly describe why the case is being used and how it relates to addressing the problem. The two elements should be linked. With this in mind, a good introduction answers these four questions:

• What is being studied? Describe the research problem and describe the subject of analysis [the case] you have chosen to address the problem. Explain how they are linked and what elements of the case will help to expand knowledge and understanding about the problem.
• Why is this topic important to investigate? Describe the significance of the research problem and state why a case study design and the subject of analysis that the paper is designed around is appropriate in addressing the problem.
• What did we know about this topic before I did this study? Provide background that helps lead the reader into the more in-depth literature review to follow. If applicable, summarize prior case study research applied to the research problem and why it fails to adequately address the problem. Describe why your case will be useful. If no prior case studies have been used to address the research problem, explain why you have selected this subject of analysis.
• How will this study advance new knowledge or new ways of understanding? Explain why your case study will be suitable in helping to expand knowledge and understanding about the research problem.

Each of these questions should be addressed in no more than a few paragraphs. Exceptions to this can be when you are addressing a complex research problem or subject of analysis that requires more in-depth background information.

II.  Literature Review

The literature review for a case study research paper is generally structured the same as it is for any college-level research paper. The difference, however, is that the literature review is focused on providing background information and  enabling historical interpretation of the subject of analysis in relation to the research problem the case is intended to address . This includes synthesizing studies that help to:

• Place relevant works in the context of their contribution to understanding the case study being investigated . This would involve summarizing studies that have used a similar subject of analysis to investigate the research problem. If there is literature using the same or a very similar case to study, you need to explain why duplicating past research is important [e.g., conditions have changed; prior studies were conducted long ago, etc.].
• Describe the relationship each work has to the others under consideration that informs the reader why this case is applicable . Your literature review should include a description of any works that support using the case to investigate the research problem and the underlying research questions.
• Identify new ways to interpret prior research using the case study . If applicable, review any research that has examined the research problem using a different research design. Explain how your use of a case study design may reveal new knowledge or a new perspective or that can redirect research in an important new direction.
• Resolve conflicts amongst seemingly contradictory previous studies . This refers to synthesizing any literature that points to unresolved issues of concern about the research problem and describing how the subject of analysis that forms the case study can help resolve these existing contradictions.
• Point the way in fulfilling a need for additional research . Your review should examine any literature that lays a foundation for understanding why your case study design and the subject of analysis around which you have designed your study may reveal a new way of approaching the research problem or offer a perspective that points to the need for additional research.
• Expose any gaps that exist in the literature that the case study could help to fill . Summarize any literature that not only shows how your subject of analysis contributes to understanding the research problem, but how your case contributes to a new way of understanding the problem that prior research has failed to do.
• Locate your own research within the context of existing literature [very important!] . Collectively, your literature review should always place your case study within the larger domain of prior research about the problem. The overarching purpose of reviewing pertinent literature in a case study paper is to demonstrate that you have thoroughly identified and synthesized prior studies in relation to explaining the relevance of the case in addressing the research problem.

III.  Method

In this section, you explain why you selected a particular case [i.e., subject of analysis] and the strategy you used to identify and ultimately decide that your case was appropriate in addressing the research problem. The way you describe the methods used varies depending on the type of subject of analysis that constitutes your case study.

If your subject of analysis is an incident or event . In the social and behavioral sciences, the event or incident that represents the case to be studied is usually bounded by time and place, with a clear beginning and end and with an identifiable location or position relative to its surroundings. The subject of analysis can be a rare or critical event or it can focus on a typical or regular event. The purpose of studying a rare event is to illuminate new ways of thinking about the broader research problem or to test a hypothesis. Critical incident case studies must describe the method by which you identified the event and explain the process by which you determined the validity of this case to inform broader perspectives about the research problem or to reveal new findings. However, the event does not have to be a rare or uniquely significant to support new thinking about the research problem or to challenge an existing hypothesis. For example, Walo, Bull, and Breen conducted a case study to identify and evaluate the direct and indirect economic benefits and costs of a local sports event in the City of Lismore, New South Wales, Australia. The purpose of their study was to provide new insights from measuring the impact of a typical local sports event that prior studies could not measure well because they focused on large "mega-events." Whether the event is rare or not, the methods section should include an explanation of the following characteristics of the event: a) when did it take place; b) what were the underlying circumstances leading to the event; and, c) what were the consequences of the event in relation to the research problem.

If your subject of analysis is a person. Explain why you selected this particular individual to be studied and describe what experiences they have had that provide an opportunity to advance new understandings about the research problem. Mention any background about this person which might help the reader understand the significance of their experiences that make them worthy of study. This includes describing the relationships this person has had with other people, institutions, and/or events that support using them as the subject for a case study research paper. It is particularly important to differentiate the person as the subject of analysis from others and to succinctly explain how the person relates to examining the research problem [e.g., why is one politician in a particular local election used to show an increase in voter turnout from any other candidate running in the election]. Note that these issues apply to a specific group of people used as a case study unit of analysis [e.g., a classroom of students].

If your subject of analysis is a place. In general, a case study that investigates a place suggests a subject of analysis that is unique or special in some way and that this uniqueness can be used to build new understanding or knowledge about the research problem. A case study of a place must not only describe its various attributes relevant to the research problem [e.g., physical, social, historical, cultural, economic, political], but you must state the method by which you determined that this place will illuminate new understandings about the research problem. It is also important to articulate why a particular place as the case for study is being used if similar places also exist [i.e., if you are studying patterns of homeless encampments of veterans in open spaces, explain why you are studying Echo Park in Los Angeles rather than Griffith Park?]. If applicable, describe what type of human activity involving this place makes it a good choice to study [e.g., prior research suggests Echo Park has more homeless veterans].

If your subject of analysis is a phenomenon. A phenomenon refers to a fact, occurrence, or circumstance that can be studied or observed but with the cause or explanation to be in question. In this sense, a phenomenon that forms your subject of analysis can encompass anything that can be observed or presumed to exist but is not fully understood. In the social and behavioral sciences, the case usually focuses on human interaction within a complex physical, social, economic, cultural, or political system. For example, the phenomenon could be the observation that many vehicles used by ISIS fighters are small trucks with English language advertisements on them. The research problem could be that ISIS fighters are difficult to combat because they are highly mobile. The research questions could be how and by what means are these vehicles used by ISIS being supplied to the militants and how might supply lines to these vehicles be cut off? How might knowing the suppliers of these trucks reveal larger networks of collaborators and financial support? A case study of a phenomenon most often encompasses an in-depth analysis of a cause and effect that is grounded in an interactive relationship between people and their environment in some way.

NOTE:   The choice of the case or set of cases to study cannot appear random. Evidence that supports the method by which you identified and chose your subject of analysis should clearly support investigation of the research problem and linked to key findings from your literature review. Be sure to cite any studies that helped you determine that the case you chose was appropriate for examining the problem.

IV.  Discussion

The main elements of your discussion section are generally the same as any research paper, but centered around interpreting and drawing conclusions about the key findings from your analysis of the case study. Note that a general social sciences research paper may contain a separate section to report findings. However, in a paper designed around a case study, it is common to combine a description of the results with the discussion about their implications. The objectives of your discussion section should include the following:

Reiterate the Research Problem/State the Major Findings Briefly reiterate the research problem you are investigating and explain why the subject of analysis around which you designed the case study were used. You should then describe the findings revealed from your study of the case using direct, declarative, and succinct proclamation of the study results. Highlight any findings that were unexpected or especially profound.

Explain the Meaning of the Findings and Why They are Important Systematically explain the meaning of your case study findings and why you believe they are important. Begin this part of the section by repeating what you consider to be your most important or surprising finding first, then systematically review each finding. Be sure to thoroughly extrapolate what your analysis of the case can tell the reader about situations or conditions beyond the actual case that was studied while, at the same time, being careful not to misconstrue or conflate a finding that undermines the external validity of your conclusions.

Relate the Findings to Similar Studies No study in the social sciences is so novel or possesses such a restricted focus that it has absolutely no relation to previously published research. The discussion section should relate your case study results to those found in other studies, particularly if questions raised from prior studies served as the motivation for choosing your subject of analysis. This is important because comparing and contrasting the findings of other studies helps support the overall importance of your results and it highlights how and in what ways your case study design and the subject of analysis differs from prior research about the topic.

Consider Alternative Explanations of the Findings Remember that the purpose of social science research is to discover and not to prove. When writing the discussion section, you should carefully consider all possible explanations revealed by the case study results, rather than just those that fit your hypothesis or prior assumptions and biases. Be alert to what the in-depth analysis of the case may reveal about the research problem, including offering a contrarian perspective to what scholars have stated in prior research if that is how the findings can be interpreted from your case.

Acknowledge the Study's Limitations You can state the study's limitations in the conclusion section of your paper but describing the limitations of your subject of analysis in the discussion section provides an opportunity to identify the limitations and explain why they are not significant. This part of the discussion section should also note any unanswered questions or issues your case study could not address. More detailed information about how to document any limitations to your research can be found here .

Suggest Areas for Further Research Although your case study may offer important insights about the research problem, there are likely additional questions related to the problem that remain unanswered or findings that unexpectedly revealed themselves as a result of your in-depth analysis of the case. Be sure that the recommendations for further research are linked to the research problem and that you explain why your recommendations are valid in other contexts and based on the original assumptions of your study.

V.  Conclusion

As with any research paper, you should summarize your conclusion in clear, simple language; emphasize how the findings from your case study differs from or supports prior research and why. Do not simply reiterate the discussion section. Provide a synthesis of key findings presented in the paper to show how these converge to address the research problem. If you haven't already done so in the discussion section, be sure to document the limitations of your case study and any need for further research.

The function of your paper's conclusion is to: 1) reiterate the main argument supported by the findings from your case study; 2) state clearly the context, background, and necessity of pursuing the research problem using a case study design in relation to an issue, controversy, or a gap found from reviewing the literature; and, 3) provide a place to persuasively and succinctly restate the significance of your research problem, given that the reader has now been presented with in-depth information about the topic.

Consider the following points to help ensure your conclusion is appropriate:

• If the argument or purpose of your paper is complex, you may need to summarize these points for your reader.
• If prior to your conclusion, you have not yet explained the significance of your findings or if you are proceeding inductively, use the conclusion of your paper to describe your main points and explain their significance.
• Move from a detailed to a general level of consideration of the case study's findings that returns the topic to the context provided by the introduction or within a new context that emerges from your case study findings.

Note that, depending on the discipline you are writing in or the preferences of your professor, the concluding paragraph may contain your final reflections on the evidence presented as it applies to practice or on the essay's central research problem. However, the nature of being introspective about the subject of analysis you have investigated will depend on whether you are explicitly asked to express your observations in this way.

Problems to Avoid

Overgeneralization One of the goals of a case study is to lay a foundation for understanding broader trends and issues applied to similar circumstances. However, be careful when drawing conclusions from your case study. They must be evidence-based and grounded in the results of the study; otherwise, it is merely speculation. Looking at a prior example, it would be incorrect to state that a factor in improving girls access to education in Azerbaijan and the policy implications this may have for improving access in other Muslim nations is due to girls access to social media if there is no documentary evidence from your case study to indicate this. There may be anecdotal evidence that retention rates were better for girls who were engaged with social media, but this observation would only point to the need for further research and would not be a definitive finding if this was not a part of your original research agenda.

Failure to Document Limitations No case is going to reveal all that needs to be understood about a research problem. Therefore, just as you have to clearly state the limitations of a general research study , you must describe the specific limitations inherent in the subject of analysis. For example, the case of studying how women conceptualize the need for water conservation in a village in Uganda could have limited application in other cultural contexts or in areas where fresh water from rivers or lakes is plentiful and, therefore, conservation is understood more in terms of managing access rather than preserving access to a scarce resource.

Failure to Extrapolate All Possible Implications Just as you don't want to over-generalize from your case study findings, you also have to be thorough in the consideration of all possible outcomes or recommendations derived from your findings. If you do not, your reader may question the validity of your analysis, particularly if you failed to document an obvious outcome from your case study research. For example, in the case of studying the accident at the railroad crossing to evaluate where and what types of warning signals should be located, you failed to take into consideration speed limit signage as well as warning signals. When designing your case study, be sure you have thoroughly addressed all aspects of the problem and do not leave gaps in your analysis that leave the reader questioning the results.

Case Studies. Writing@CSU. Colorado State University; Gerring, John. Case Study Research: Principles and Practices . New York: Cambridge University Press, 2007; Merriam, Sharan B. Qualitative Research and Case Study Applications in Education . Rev. ed. San Francisco, CA: Jossey-Bass, 1998; Miller, Lisa L. “The Use of Case Studies in Law and Social Science Research.” Annual Review of Law and Social Science 14 (2018): TBD; Mills, Albert J., Gabrielle Durepos, and Eiden Wiebe, editors. Encyclopedia of Case Study Research . Thousand Oaks, CA: SAGE Publications, 2010; Putney, LeAnn Grogan. "Case Study." In Encyclopedia of Research Design , Neil J. Salkind, editor. (Thousand Oaks, CA: SAGE Publications, 2010), pp. 116-120; Simons, Helen. Case Study Research in Practice . London: SAGE Publications, 2009;  Kratochwill,  Thomas R. and Joel R. Levin, editors. Single-Case Research Design and Analysis: New Development for Psychology and Education .  Hilldsale, NJ: Lawrence Erlbaum Associates, 1992; Swanborn, Peter G. Case Study Research: What, Why and How? London : SAGE, 2010; Yin, Robert K. Case Study Research: Design and Methods . 6th edition. Los Angeles, CA, SAGE Publications, 2014; Walo, Maree, Adrian Bull, and Helen Breen. “Achieving Economic Benefits at Local Events: A Case Study of a Local Sports Event.” Festival Management and Event Tourism 4 (1996): 95-106.

Writing Tip

At Least Five Misconceptions about Case Study Research

Social science case studies are often perceived as limited in their ability to create new knowledge because they are not randomly selected and findings cannot be generalized to larger populations. Flyvbjerg examines five misunderstandings about case study research and systematically "corrects" each one. To quote, these are:

Misunderstanding 1 :  General, theoretical [context-independent] knowledge is more valuable than concrete, practical [context-dependent] knowledge. Misunderstanding 2 :  One cannot generalize on the basis of an individual case; therefore, the case study cannot contribute to scientific development. Misunderstanding 3 :  The case study is most useful for generating hypotheses; that is, in the first stage of a total research process, whereas other methods are more suitable for hypotheses testing and theory building. Misunderstanding 4 :  The case study contains a bias toward verification, that is, a tendency to confirm the researcher’s preconceived notions. Misunderstanding 5 :  It is often difficult to summarize and develop general propositions and theories on the basis of specific case studies [p. 221].

While writing your paper, think introspectively about how you addressed these misconceptions because to do so can help you strengthen the validity and reliability of your research by clarifying issues of case selection, the testing and challenging of existing assumptions, the interpretation of key findings, and the summation of case outcomes. Think of a case study research paper as a complete, in-depth narrative about the specific properties and key characteristics of your subject of analysis applied to the research problem.

Flyvbjerg, Bent. “Five Misunderstandings About Case-Study Research.” Qualitative Inquiry 12 (April 2006): 219-245.

• << Previous: Writing a Case Analysis Paper
• Next: Writing a Field Report >>
• Last Updated: Jun 3, 2024 9:44 AM
• URL: https://libguides.usc.edu/writingguide/assignments

Do Your Students Know How to Analyze a Case—Really?

Explore more.

• Case Teaching
• Student Engagement

J ust as actors, athletes, and musicians spend thousands of hours practicing their craft, business students benefit from practicing their critical-thinking and decision-making skills. Students, however, often have limited exposure to real-world problem-solving scenarios; they need more opportunities to practice tackling tough business problems and deciding on—and executing—the best solutions.

To ensure students have ample opportunity to develop these critical-thinking and decision-making skills, we believe business faculty should shift from teaching mostly principles and ideas to mostly applications and practices. And in doing so, they should emphasize the case method, which simulates real-world management challenges and opportunities for students.

To help educators facilitate this shift and help students get the most out of case-based learning, we have developed a framework for analyzing cases. We call it PACADI (Problem, Alternatives, Criteria, Analysis, Decision, Implementation); it can improve learning outcomes by helping students better solve and analyze business problems, make decisions, and develop and implement strategy. Here, we’ll explain why we developed this framework, how it works, and what makes it an effective learning tool.

The Case for Cases: Helping Students Think Critically

Business students must develop critical-thinking and analytical skills, which are essential to their ability to make good decisions in functional areas such as marketing, finance, operations, and information technology, as well as to understand the relationships among these functions. For example, the decisions a marketing manager must make include strategic planning (segments, products, and channels); execution (digital messaging, media, branding, budgets, and pricing); and operations (integrated communications and technologies), as well as how to implement decisions across functional areas.

Faculty can use many types of cases to help students develop these skills. These include the prototypical “paper cases”; live cases , which feature guest lecturers such as entrepreneurs or corporate leaders and on-site visits; and multimedia cases , which immerse students into real situations. Most cases feature an explicit or implicit decision that a protagonist—whether it is an individual, a group, or an organization—must make.

For students new to learning by the case method—and even for those with case experience—some common issues can emerge; these issues can sometimes be a barrier for educators looking to ensure the best possible outcomes in their case classrooms. Unsure of how to dig into case analysis on their own, students may turn to the internet or rely on former students for “answers” to assigned cases. Or, when assigned to provide answers to assignment questions in teams, students might take a divide-and-conquer approach but not take the time to regroup and provide answers that are consistent with one other.

To help address these issues, which we commonly experienced in our classes, we wanted to provide our students with a more structured approach for how they analyze cases—and to really think about making decisions from the protagonists’ point of view. We developed the PACADI framework to address this need.

PACADI: A Six-Step Decision-Making Approach

The PACADI framework is a six-step decision-making approach that can be used in lieu of traditional end-of-case questions. It offers a structured, integrated, and iterative process that requires students to analyze case information, apply business concepts to derive valuable insights, and develop recommendations based on these insights.

Prior to beginning a PACADI assessment, which we’ll outline here, students should first prepare a two-paragraph summary—a situation analysis—that highlights the key case facts. Then, we task students with providing a five-page PACADI case analysis (excluding appendices) based on the following six steps.

Step 1: Problem definition. What is the major challenge, problem, opportunity, or decision that has to be made? If there is more than one problem, choose the most important one. Often when solving the key problem, other issues will surface and be addressed. The problem statement may be framed as a question; for example, How can brand X improve market share among millennials in Canada? Usually the problem statement has to be re-written several times during the analysis of a case as students peel back the layers of symptoms or causation.

Step 2: Alternatives. Identify in detail the strategic alternatives to address the problem; three to five options generally work best. Alternatives should be mutually exclusive, realistic, creative, and feasible given the constraints of the situation. Doing nothing or delaying the decision to a later date are not considered acceptable alternatives.

Step 3: Criteria. What are the key decision criteria that will guide decision-making? In a marketing course, for example, these may include relevant marketing criteria such as segmentation, positioning, advertising and sales, distribution, and pricing. Financial criteria useful in evaluating the alternatives should be included—for example, income statement variables, customer lifetime value, payback, etc. Students must discuss their rationale for selecting the decision criteria and the weights and importance for each factor.

Step 4: Analysis. Provide an in-depth analysis of each alternative based on the criteria chosen in step three. Decision tables using criteria as columns and alternatives as rows can be helpful. The pros and cons of the various choices as well as the short- and long-term implications of each may be evaluated. Best, worst, and most likely scenarios can also be insightful.

Step 5: Decision. Students propose their solution to the problem. This decision is justified based on an in-depth analysis. Explain why the recommendation made is the best fit for the criteria.

Step 6: Implementation plan. Sound business decisions may fail due to poor execution. To enhance the likeliness of a successful project outcome, students describe the key steps (activities) to implement the recommendation, timetable, projected costs, expected competitive reaction, success metrics, and risks in the plan.

“Students note that using the PACADI framework yields ‘aha moments’—they learned something surprising in the case that led them to think differently about the problem and their proposed solution.”

PACADI’s Benefits: Meaningfully and Thoughtfully Applying Business Concepts

The PACADI framework covers all of the major elements of business decision-making, including implementation, which is often overlooked. By stepping through the whole framework, students apply relevant business concepts and solve management problems via a systematic, comprehensive approach; they’re far less likely to surface piecemeal responses.

As students explore each part of the framework, they may realize that they need to make changes to a previous step. For instance, when working on implementation, students may realize that the alternative they selected cannot be executed or will not be profitable, and thus need to rethink their decision. Or, they may discover that the criteria need to be revised since the list of decision factors they identified is incomplete (for example, the factors may explain key marketing concerns but fail to address relevant financial considerations) or is unrealistic (for example, they suggest a 25 percent increase in revenues without proposing an increased promotional budget).

In addition, the PACADI framework can be used alongside quantitative assignments, in-class exercises, and business and management simulations. The structured, multi-step decision framework encourages careful and sequential analysis to solve business problems. Incorporating PACADI as an overarching decision-making method across different projects will ultimately help students achieve desired learning outcomes. As a practical “beyond-the-classroom” tool, the PACADI framework is not a contrived course assignment; it reflects the decision-making approach that managers, executives, and entrepreneurs exercise daily. Case analysis introduces students to the real-world process of making business decisions quickly and correctly, often with limited information. This framework supplies an organized and disciplined process that students can readily defend in writing and in class discussions.

PACADI in Action: An Example

Here’s an example of how students used the PACADI framework for a recent case analysis on CVS, a large North American drugstore chain.

The CVS Prescription for Customer Value*

PACADI Stage

Summary Response

How should CVS Health evolve from the “drugstore of your neighborhood” to the “drugstore of your future”?

Alternatives

A1. Kaizen (continuous improvement)

A2. Product development

A3. Market development

A4. Personalization (micro-targeting)

Criteria (include weights)

C1. Customer value: service, quality, image, and price (40%)

C2. Customer obsession (20%)

C3. Growth through related businesses (20%)

C4. Customer retention and customer lifetime value (20%)

Each alternative was analyzed by each criterion using a Customer Value Assessment Tool

Alternative 4 (A4): Personalization was selected. This is operationalized via: segmentation—move toward segment-of-1 marketing; geodemographics and lifestyle emphasis; predictive data analysis; relationship marketing; people, principles, and supply chain management; and exceptional customer service.

Implementation

Partner with leading medical school

Curbside pick-up

Pet pharmacy

E-newsletter for customers and employees

Employee incentive program

CVS beauty days

Expand to Latin America and Caribbean

Healthier/happier corner

Holiday toy drives/community outreach

*Source: A. Weinstein, Y. Rodriguez, K. Sims, R. Vergara, “The CVS Prescription for Superior Customer Value—A Case Study,” Back to the Future: Revisiting the Foundations of Marketing from Society for Marketing Advances, West Palm Beach, FL (November 2, 2018).

Results of Using the PACADI Framework

When faculty members at our respective institutions at Nova Southeastern University (NSU) and the University of North Carolina Wilmington have used the PACADI framework, our classes have been more structured and engaging. Students vigorously debate each element of their decision and note that this framework yields an “aha moment”—they learned something surprising in the case that led them to think differently about the problem and their proposed solution.

These lively discussions enhance individual and collective learning. As one external metric of this improvement, we have observed a 2.5 percent increase in student case grade performance at NSU since this framework was introduced.

Tips to Get Started

The PACADI approach works well in in-person, online, and hybrid courses. This is particularly important as more universities have moved to remote learning options. Because students have varied educational and cultural backgrounds, work experience, and familiarity with case analysis, we recommend that faculty members have students work on their first case using this new framework in small teams (two or three students). Additional analyses should then be solo efforts.

To use PACADI effectively in your classroom, we suggest the following:

Advise your students that your course will stress critical thinking and decision-making skills, not just course concepts and theory.

Use a varied mix of case studies. As marketing professors, we often address consumer and business markets; goods, services, and digital commerce; domestic and global business; and small and large companies in a single MBA course.

As a starting point, provide a short explanation (about 20 to 30 minutes) of the PACADI framework with a focus on the conceptual elements. You can deliver this face to face or through videoconferencing.

Give students an opportunity to practice the case analysis methodology via an ungraded sample case study. Designate groups of five to seven students to discuss the case and the six steps in breakout sessions (in class or via Zoom).

Ensure case analyses are weighted heavily as a grading component. We suggest 30–50 percent of the overall course grade.

Once cases are graded, debrief with the class on what they did right and areas needing improvement (30- to 40-minute in-person or Zoom session).

Encourage faculty teams that teach common courses to build appropriate instructional materials, grading rubrics, videos, sample cases, and teaching notes.

When selecting case studies, we have found that the best ones for PACADI analyses are about 15 pages long and revolve around a focal management decision. This length provides adequate depth yet is not protracted. Some of our tested and favorite marketing cases include Brand W , Hubspot , Kraft Foods Canada , TRSB(A) , and Whiskey & Cheddar .

Art Weinstein , Ph.D., is a professor of marketing at Nova Southeastern University, Fort Lauderdale, Florida. He has published more than 80 scholarly articles and papers and eight books on customer-focused marketing strategy. His latest book is Superior Customer Value—Finding and Keeping Customers in the Now Economy . Dr. Weinstein has consulted for many leading technology and service companies.

Herbert V. Brotspies , D.B.A., is an adjunct professor of marketing at Nova Southeastern University. He has over 30 years’ experience as a vice president in marketing, strategic planning, and acquisitions for Fortune 50 consumer products companies working in the United States and internationally. His research interests include return on marketing investment, consumer behavior, business-to-business strategy, and strategic planning.

John T. Gironda , Ph.D., is an assistant professor of marketing at the University of North Carolina Wilmington. His research has been published in Industrial Marketing Management, Psychology & Marketing , and Journal of Marketing Management . He has also presented at major marketing conferences including the American Marketing Association, Academy of Marketing Science, and Society for Marketing Advances.

Related Articles

We use cookies to understand how you use our site and to improve your experience, including personalizing content. Learn More . By continuing to use our site, you accept our use of cookies and revised Privacy Policy .

The Ultimate Guide to Qualitative Research - Part 1: The Basics

• Introduction and overview
• What is qualitative research?
• What is qualitative data?
• Examples of qualitative data
• Qualitative vs. quantitative research
• Mixed methods
• Qualitative research preparation
• Theoretical perspective
• Theoretical framework
• Literature reviews

Research question

• Conceptual framework
• Conceptual vs. theoretical framework

Data collection

• Qualitative research methods
• Focus groups
• Observational research

What is a case study?

Applications for case study research, what is a good case study, process of case study design, benefits and limitations of case studies.

• Ethnographical research
• Ethical considerations
• Confidentiality and privacy
• Power dynamics
• Reflexivity

Case studies

Case studies are essential to qualitative research , offering a lens through which researchers can investigate complex phenomena within their real-life contexts. This chapter explores the concept, purpose, applications, examples, and types of case studies and provides guidance on how to conduct case study research effectively.

Whereas quantitative methods look at phenomena at scale, case study research looks at a concept or phenomenon in considerable detail. While analyzing a single case can help understand one perspective regarding the object of research inquiry, analyzing multiple cases can help obtain a more holistic sense of the topic or issue. Let's provide a basic definition of a case study, then explore its characteristics and role in the qualitative research process.

Definition of a case study

A case study in qualitative research is a strategy of inquiry that involves an in-depth investigation of a phenomenon within its real-world context. It provides researchers with the opportunity to acquire an in-depth understanding of intricate details that might not be as apparent or accessible through other methods of research. The specific case or cases being studied can be a single person, group, or organization – demarcating what constitutes a relevant case worth studying depends on the researcher and their research question .

Among qualitative research methods , a case study relies on multiple sources of evidence, such as documents, artifacts, interviews , or observations , to present a complete and nuanced understanding of the phenomenon under investigation. The objective is to illuminate the readers' understanding of the phenomenon beyond its abstract statistical or theoretical explanations.

Characteristics of case studies

Case studies typically possess a number of distinct characteristics that set them apart from other research methods. These characteristics include a focus on holistic description and explanation, flexibility in the design and data collection methods, reliance on multiple sources of evidence, and emphasis on the context in which the phenomenon occurs.

Furthermore, case studies can often involve a longitudinal examination of the case, meaning they study the case over a period of time. These characteristics allow case studies to yield comprehensive, in-depth, and richly contextualized insights about the phenomenon of interest.

The role of case studies in research

Case studies hold a unique position in the broader landscape of research methods aimed at theory development. They are instrumental when the primary research interest is to gain an intensive, detailed understanding of a phenomenon in its real-life context.

In addition, case studies can serve different purposes within research - they can be used for exploratory, descriptive, or explanatory purposes, depending on the research question and objectives. This flexibility and depth make case studies a valuable tool in the toolkit of qualitative researchers.

Remember, a well-conducted case study can offer a rich, insightful contribution to both academic and practical knowledge through theory development or theory verification, thus enhancing our understanding of complex phenomena in their real-world contexts.

What is the purpose of a case study?

Case study research aims for a more comprehensive understanding of phenomena, requiring various research methods to gather information for qualitative analysis . Ultimately, a case study can allow the researcher to gain insight into a particular object of inquiry and develop a theoretical framework relevant to the research inquiry.

Why use case studies in qualitative research?

Using case studies as a research strategy depends mainly on the nature of the research question and the researcher's access to the data.

Conducting case study research provides a level of detail and contextual richness that other research methods might not offer. They are beneficial when there's a need to understand complex social phenomena within their natural contexts.

The explanatory, exploratory, and descriptive roles of case studies

Case studies can take on various roles depending on the research objectives. They can be exploratory when the research aims to discover new phenomena or define new research questions; they are descriptive when the objective is to depict a phenomenon within its context in a detailed manner; and they can be explanatory if the goal is to understand specific relationships within the studied context. Thus, the versatility of case studies allows researchers to approach their topic from different angles, offering multiple ways to uncover and interpret the data .

The impact of case studies on knowledge development

Case studies play a significant role in knowledge development across various disciplines. Analysis of cases provides an avenue for researchers to explore phenomena within their context based on the collected data.

This can result in the production of rich, practical insights that can be instrumental in both theory-building and practice. Case studies allow researchers to delve into the intricacies and complexities of real-life situations, uncovering insights that might otherwise remain hidden.

Types of case studies

In qualitative research , a case study is not a one-size-fits-all approach. Depending on the nature of the research question and the specific objectives of the study, researchers might choose to use different types of case studies. These types differ in their focus, methodology, and the level of detail they provide about the phenomenon under investigation.

Understanding these types is crucial for selecting the most appropriate approach for your research project and effectively achieving your research goals. Let's briefly look at the main types of case studies.

Exploratory case studies

Exploratory case studies are typically conducted to develop a theory or framework around an understudied phenomenon. They can also serve as a precursor to a larger-scale research project. Exploratory case studies are useful when a researcher wants to identify the key issues or questions which can spur more extensive study or be used to develop propositions for further research. These case studies are characterized by flexibility, allowing researchers to explore various aspects of a phenomenon as they emerge, which can also form the foundation for subsequent studies.

Descriptive case studies

Descriptive case studies aim to provide a complete and accurate representation of a phenomenon or event within its context. These case studies are often based on an established theoretical framework, which guides how data is collected and analyzed. The researcher is concerned with describing the phenomenon in detail, as it occurs naturally, without trying to influence or manipulate it.

Explanatory case studies

Explanatory case studies are focused on explanation - they seek to clarify how or why certain phenomena occur. Often used in complex, real-life situations, they can be particularly valuable in clarifying causal relationships among concepts and understanding the interplay between different factors within a specific context.

Intrinsic, instrumental, and collective case studies

These three categories of case studies focus on the nature and purpose of the study. An intrinsic case study is conducted when a researcher has an inherent interest in the case itself. Instrumental case studies are employed when the case is used to provide insight into a particular issue or phenomenon. A collective case study, on the other hand, involves studying multiple cases simultaneously to investigate some general phenomena.

Each type of case study serves a different purpose and has its own strengths and challenges. The selection of the type should be guided by the research question and objectives, as well as the context and constraints of the research.

The flexibility, depth, and contextual richness offered by case studies make this approach an excellent research method for various fields of study. They enable researchers to investigate real-world phenomena within their specific contexts, capturing nuances that other research methods might miss. Across numerous fields, case studies provide valuable insights into complex issues.

Critical information systems research

Case studies provide a detailed understanding of the role and impact of information systems in different contexts. They offer a platform to explore how information systems are designed, implemented, and used and how they interact with various social, economic, and political factors. Case studies in this field often focus on examining the intricate relationship between technology, organizational processes, and user behavior, helping to uncover insights that can inform better system design and implementation.

Health research

Health research is another field where case studies are highly valuable. They offer a way to explore patient experiences, healthcare delivery processes, and the impact of various interventions in a real-world context.

Case studies can provide a deep understanding of a patient's journey, giving insights into the intricacies of disease progression, treatment effects, and the psychosocial aspects of health and illness.

Asthma research studies

Specifically within medical research, studies on asthma often employ case studies to explore the individual and environmental factors that influence asthma development, management, and outcomes. A case study can provide rich, detailed data about individual patients' experiences, from the triggers and symptoms they experience to the effectiveness of various management strategies. This can be crucial for developing patient-centered asthma care approaches.

Other fields

Apart from the fields mentioned, case studies are also extensively used in business and management research, education research, and political sciences, among many others. They provide an opportunity to delve into the intricacies of real-world situations, allowing for a comprehensive understanding of various phenomena.

Case studies, with their depth and contextual focus, offer unique insights across these varied fields. They allow researchers to illuminate the complexities of real-life situations, contributing to both theory and practice.

Whatever field you're in, ATLAS.ti puts your data to work for you

Download a free trial of ATLAS.ti to turn your data into insights.

Understanding the key elements of case study design is crucial for conducting rigorous and impactful case study research. A well-structured design guides the researcher through the process, ensuring that the study is methodologically sound and its findings are reliable and valid. The main elements of case study design include the research question , propositions, units of analysis, and the logic linking the data to the propositions.

The research question is the foundation of any research study. A good research question guides the direction of the study and informs the selection of the case, the methods of collecting data, and the analysis techniques. A well-formulated research question in case study research is typically clear, focused, and complex enough to merit further detailed examination of the relevant case(s).

Propositions

Propositions, though not necessary in every case study, provide a direction by stating what we might expect to find in the data collected. They guide how data is collected and analyzed by helping researchers focus on specific aspects of the case. They are particularly important in explanatory case studies, which seek to understand the relationships among concepts within the studied phenomenon.

Units of analysis

The unit of analysis refers to the case, or the main entity or entities that are being analyzed in the study. In case study research, the unit of analysis can be an individual, a group, an organization, a decision, an event, or even a time period. It's crucial to clearly define the unit of analysis, as it shapes the qualitative data analysis process by allowing the researcher to analyze a particular case and synthesize analysis across multiple case studies to draw conclusions.

Argumentation

This refers to the inferential model that allows researchers to draw conclusions from the data. The researcher needs to ensure that there is a clear link between the data, the propositions (if any), and the conclusions drawn. This argumentation is what enables the researcher to make valid and credible inferences about the phenomenon under study.

Understanding and carefully considering these elements in the design phase of a case study can significantly enhance the quality of the research. It can help ensure that the study is methodologically sound and its findings contribute meaningful insights about the case.

Ready to jumpstart your research with ATLAS.ti?

Conceptualize your research project with our intuitive data analysis interface. Download a free trial today.

Conducting a case study involves several steps, from defining the research question and selecting the case to collecting and analyzing data . This section outlines these key stages, providing a practical guide on how to conduct case study research.

Defining the research question

The first step in case study research is defining a clear, focused research question. This question should guide the entire research process, from case selection to analysis. It's crucial to ensure that the research question is suitable for a case study approach. Typically, such questions are exploratory or descriptive in nature and focus on understanding a phenomenon within its real-life context.

Selecting and defining the case

The selection of the case should be based on the research question and the objectives of the study. It involves choosing a unique example or a set of examples that provide rich, in-depth data about the phenomenon under investigation. After selecting the case, it's crucial to define it clearly, setting the boundaries of the case, including the time period and the specific context.

Previous research can help guide the case study design. When considering a case study, an example of a case could be taken from previous case study research and used to define cases in a new research inquiry. Considering recently published examples can help understand how to select and define cases effectively.

Developing a detailed case study protocol

A case study protocol outlines the procedures and general rules to be followed during the case study. This includes the data collection methods to be used, the sources of data, and the procedures for analysis. Having a detailed case study protocol ensures consistency and reliability in the study.

The protocol should also consider how to work with the people involved in the research context to grant the research team access to collecting data. As mentioned in previous sections of this guide, establishing rapport is an essential component of qualitative research as it shapes the overall potential for collecting and analyzing data.

Collecting data

Gathering data in case study research often involves multiple sources of evidence, including documents, archival records, interviews, observations, and physical artifacts. This allows for a comprehensive understanding of the case. The process for gathering data should be systematic and carefully documented to ensure the reliability and validity of the study.

Analyzing and interpreting data

The next step is analyzing the data. This involves organizing the data , categorizing it into themes or patterns , and interpreting these patterns to answer the research question. The analysis might also involve comparing the findings with prior research or theoretical propositions.

Writing the case study report

The final step is writing the case study report . This should provide a detailed description of the case, the data, the analysis process, and the findings. The report should be clear, organized, and carefully written to ensure that the reader can understand the case and the conclusions drawn from it.

Each of these steps is crucial in ensuring that the case study research is rigorous, reliable, and provides valuable insights about the case.

The type, depth, and quality of data in your study can significantly influence the validity and utility of the study. In case study research, data is usually collected from multiple sources to provide a comprehensive and nuanced understanding of the case. This section will outline the various methods of collecting data used in case study research and discuss considerations for ensuring the quality of the data.

Interviews are a common method of gathering data in case study research. They can provide rich, in-depth data about the perspectives, experiences, and interpretations of the individuals involved in the case. Interviews can be structured , semi-structured , or unstructured , depending on the research question and the degree of flexibility needed.

Observations

Observations involve the researcher observing the case in its natural setting, providing first-hand information about the case and its context. Observations can provide data that might not be revealed in interviews or documents, such as non-verbal cues or contextual information.

Documents and artifacts

Documents and archival records provide a valuable source of data in case study research. They can include reports, letters, memos, meeting minutes, email correspondence, and various public and private documents related to the case.

These records can provide historical context, corroborate evidence from other sources, and offer insights into the case that might not be apparent from interviews or observations.

Physical artifacts refer to any physical evidence related to the case, such as tools, products, or physical environments. These artifacts can provide tangible insights into the case, complementing the data gathered from other sources.

Ensuring the quality of data collection

Determining the quality of data in case study research requires careful planning and execution. It's crucial to ensure that the data is reliable, accurate, and relevant to the research question. This involves selecting appropriate methods of collecting data, properly training interviewers or observers, and systematically recording and storing the data. It also includes considering ethical issues related to collecting and handling data, such as obtaining informed consent and ensuring the privacy and confidentiality of the participants.

Data analysis

Analyzing case study research involves making sense of the rich, detailed data to answer the research question. This process can be challenging due to the volume and complexity of case study data. However, a systematic and rigorous approach to analysis can ensure that the findings are credible and meaningful. This section outlines the main steps and considerations in analyzing data in case study research.

Organizing the data

The first step in the analysis is organizing the data. This involves sorting the data into manageable sections, often according to the data source or the theme. This step can also involve transcribing interviews, digitizing physical artifacts, or organizing observational data.

Categorizing and coding the data

Once the data is organized, the next step is to categorize or code the data. This involves identifying common themes, patterns, or concepts in the data and assigning codes to relevant data segments. Coding can be done manually or with the help of software tools, and in either case, qualitative analysis software can greatly facilitate the entire coding process. Coding helps to reduce the data to a set of themes or categories that can be more easily analyzed.

Identifying patterns and themes

After coding the data, the researcher looks for patterns or themes in the coded data. This involves comparing and contrasting the codes and looking for relationships or patterns among them. The identified patterns and themes should help answer the research question.

Interpreting the data

Once patterns and themes have been identified, the next step is to interpret these findings. This involves explaining what the patterns or themes mean in the context of the research question and the case. This interpretation should be grounded in the data, but it can also involve drawing on theoretical concepts or prior research.

Verification of the data

The last step in the analysis is verification. This involves checking the accuracy and consistency of the analysis process and confirming that the findings are supported by the data. This can involve re-checking the original data, checking the consistency of codes, or seeking feedback from research participants or peers.

Like any research method , case study research has its strengths and limitations. Researchers must be aware of these, as they can influence the design, conduct, and interpretation of the study.

Understanding the strengths and limitations of case study research can also guide researchers in deciding whether this approach is suitable for their research question . This section outlines some of the key strengths and limitations of case study research.

Benefits include the following:

• Rich, detailed data: One of the main strengths of case study research is that it can generate rich, detailed data about the case. This can provide a deep understanding of the case and its context, which can be valuable in exploring complex phenomena.
• Flexibility: Case study research is flexible in terms of design , data collection , and analysis . A sufficient degree of flexibility allows the researcher to adapt the study according to the case and the emerging findings.
• Real-world context: Case study research involves studying the case in its real-world context, which can provide valuable insights into the interplay between the case and its context.
• Multiple sources of evidence: Case study research often involves collecting data from multiple sources , which can enhance the robustness and validity of the findings.

On the other hand, researchers should consider the following limitations:

• Generalizability: A common criticism of case study research is that its findings might not be generalizable to other cases due to the specificity and uniqueness of each case.
• Time and resource intensive: Case study research can be time and resource intensive due to the depth of the investigation and the amount of collected data.
• Complexity of analysis: The rich, detailed data generated in case study research can make analyzing the data challenging.
• Subjectivity: Given the nature of case study research, there may be a higher degree of subjectivity in interpreting the data , so researchers need to reflect on this and transparently convey to audiences how the research was conducted.

Being aware of these strengths and limitations can help researchers design and conduct case study research effectively and interpret and report the findings appropriately.

Ready to analyze your data with ATLAS.ti?

See how our intuitive software can draw key insights from your data with a free trial today.

Case study method in anthropology

Karen Sykes, Anthropology.

A paraphrase of Gluckman’s thoughts on the case study captures the essence of the method:

Anthropologists use ‘case’ in a slightly different way than some legal scholars or psychoanalysts, either of whom might use cases to illustrate their points or theories. Anthropologists often describe a case first, and then extract a general rule or custom from it, in the manner of inductive reasoning. Most often, the event is complex, or even a series of events, and we call these social situations, which can be analysed to show that the different conflictive perspectives on them are enjoined in the same social system (and not based in the assumption of cultural difference as a prima face condition of anthropological inquiry).

The case study, as a part of ‘situational analysis,’ is a vital approach that is used in anthropological research in the postcolonial world. In it we use the actions of individuals and groups within these situations to exhibit the morphology of a social structure, which is most often held together by conflict itself. Each case is taken as evidence of the stages in the unfolding process of social relations between specific persons and groups. When seen as such, we can dispense with the study of sentiment as accidental eruptions of emotions, or as differences of individual temperament, and bring depth to the study of society by penetrating surface tensions to understand how conflict constructs human experiences and gives shape to these as ‘social dramas’, which are the expressions of cultural life.

Experts/users at Manchester

The Case Study Method in Anthropology is used in many different research projects from ethnography of urban poverty, through studies of charismatic Christian movements, Cultural Property and in visual methods.

• Professor Caroline Moser  - Caroline Moser, Professor of Urban Development and Director of GURC uses variations of the case study in her uses of the participatory urban appraisal methods to conduct research into peace processes, urban violence, as well as climate change.
• Dr Andrew Irving  - Andrew Irving has used variations of the case study as social drama when examining life-events of his informants, as way to access their thoughts about immanence of death (which he calls interior knowledge).
• Professor Karen Sykes  - Karen Sykes originally experimented with the use of case study method in order to understand how people came to see cultural property rights as a legal device to protect their cultural life from exploitation. Her book “Culture and Cultural Property in the New Guinea Islands Region: Seven Case Studies” was co-authored with J. Simet and S. Kamene and features the work of five female students at the University of Papua New Guinea.

Key references

Evens, T. M. S. and D. Handelman (2007) The Manchester School: Practice and ethnographic praxis in anthropology, Oxford: Berghahn. This book deals with the Case Study method as the cornerstone of all of the Manchester School methodologies.

Turner, V. (1953) Schism and Continuity in an African Society, Manchester University Press for the Rhodes Livingstone Institute. Turner’s first use of the social drama as a version of the case study method.

Mitchell, C. (1983) Case and Situation Analysis, Sociological Review, 31: 187 – 211. The definitive paper on Situational Analysis which can be compared to van Velson on the extended case method.

Van Velson, J. (1967) The Extended Case Method and Situational Analysis in Epstein, A. L., 1967, The Craft of Anthropology, London: Tavistock. This edited book collected chapters by Manchester School members on various approaches to anthropology.

Download PDF slides of the presentation ' What is a case study ... in anthropology? '

• Architecture and Design
• Asian and Pacific Studies
• Business and Economics
• Classical and Ancient Near Eastern Studies
• Computer Sciences
• Cultural Studies
• Engineering
• General Interest
• Geosciences
• Industrial Chemistry
• Islamic and Middle Eastern Studies
• Jewish Studies
• Library and Information Science, Book Studies
• Life Sciences
• Linguistics and Semiotics
• Literary Studies
• Materials Sciences
• Mathematics
• Social Sciences
• Sports and Recreation
• Theology and Religion
• Publish your article
• The role of authors
• Promoting your article
• Abstracting & indexing
• Publishing Ethics
• Why publish with De Gruyter
• How to publish with De Gruyter
• Our book series
• Our subject areas
• Your digital product at De Gruyter
• Contribute to our reference works
• Product information
• Tools & resources
• Product Information
• Promotional Materials
• Orders and Inquiries
• FAQ for Library Suppliers and Book Sellers
• Repository Policy
• Free access policy
• Open Access agreements
• Database portals
• For Authors
• Customer service
• People + Culture
• Journal Management
• How to join us
• Working at De Gruyter
• Mission & Vision
• De Gruyter Foundation
• De Gruyter Ebound
• Our Responsibility
• Partner publishers

Your purchase has been completed. Your documents are now available to view.

Situational analysis as a framework for interdisciplinary research in the social sciences

This study presents situational analysis as a suitable framework for the development of qualitatively-oriented interdisciplinary research in the social sciences. The article argues that even though interdisciplinary research is considered a coveted form of research practice, it is not particularly well developed in the social sciences. This is partly due to institutional barriers, but also because the majority of disciplines lack a suitable theoretical and methodological framework capable of unifying a variety of theoretical bases and primarily methodological processes. Situational analysis, which is based on the work of second generation grounded theorists, is ideal for this purpose, as it offers a frame for theoretical, epistemological, empirical and methodological interdisciplinarity.

A key characteristic of the production of scientific knowledge in late modernity is its increasingly interdisciplinary nature (cf., e.g., Laflamme, 2011 ; Moran, 2002 ; Nicolescu, 2011 ; Nowotny et al., 2001 ; Sá, 2008 ; Steinmetz, 2005 ; Szostak, 2008 ), which has been heavily reflected in the literature since the mid-1990s (see particularly Gibbons et al., 1994 ; Hicks & Katz, 1996 ; Wallerstein et al., 1998 ; Ziman, 1994 ), most frequently in the form of transdisciplinary and interdisciplinary research. [1]

It is considered that a multidisciplinary approach to the creation of scientific knowledge was forced into being by the growing complexity of social phenomena ( Buanes & Jentoft, 2009 ; Marcovich & Shin, 2011 ), the need for holistic solutions to social problems ( Schut et al., 2014 ; Spielman, 2009 ) or both ( Russell et al., 2008 ), as well as the fragmentation of some scientific disciplines ( Bhambra & Holmwood, 2011 ; Holmwood, 2011 ; Turner, 2000 ) and the institutional expansion of others ( Garforth & Kerr, 2011 ; Klein, 1990 , 2011 ).

Many authors (e.g., Brewer, 1999 ; Gibbons et al., 1994 ; Wallerstein et al., 1998 ) see multidisciplinarity as a coveted research practice that aims to enrich our knowledge by enabling the genesis of new knowledge and offering solutions to complex social issues. Despite the emphasis on the necessity and usefulness of this strategy, it is often merely rhetorical, and in practice frequently encounters a number of barriers in scientific research. Petts and colleagues have made the particularly apt claim that “the development of interdisciplinarity is so difficult that true interdisciplinarity is a rare phenomenon” ( Petts et al., 2008 , p. 593). Numerous other authors (e.g., Jacobs & Frickel, 2009 ; Smelser, 2004 ; Weingart, 2000 ; Woelert & Millar, 2013 ) therefore now point out that there is a significant discrepancy between the avocation of multidisciplinary research in policy documents and actual research policy and research practice.

institutional barriers , the social and organisational structures of the different disciplines, which condition the education system and scientific careers as well as opportunities to publish or create a disciplinary identity ( Dubrow, 2011 ; Petts et al., 2008 ; Smelser, 2004 ). These factors are grouped together in such a way that researchers are taught and guided towards a clear research focus within a particular discipline and do not try to develop multidisciplinary research;

external interdisciplinary relations , i.e., the various power relations between the disciplines which not only result in disciplines being sharply delimited against one another, but can also cause one discipline to become subordinate to another ( Moran, 2002 ; Steinmetz, 2007 ). With this type of barrier, even where researchers are interested in performing multidisciplinary research, they often face the problem that their efforts are restricted by hostile relations between disciplines, which either carefully guard the subject they study or advocate the use of their models and methods to the detriment of the theoretical and research tools used by other sciences;

intellectual barriers , different cognitive schemes that are used in a particular discipline. These mainly include differing ontological assumptions and epistemological foci, which then produce different theoretical and methodological frameworks that do not allow disciplines to be linked up in research practice ( Klein, 1996 ; Nikitina, 2005 ; Petts et al., 2008 ).

In this paper, our aim is to provide a suitable theoretical and methodological framework that would enable us to eliminate most type (2) and (3) barriers in qualitative social science research, and thus gradually develop the potential to overcome type (1) barriers. We suggest that such a framework is offered by the concept of situational analysis , advocated by the American researcher Adele Clarke, and we show that it has the following: (1) a set of suitable theoretical-methodological or ontological-epistemological frames that ensure integration across social science and humanities disciplines. This enables us to bring together the research processes of sub-disciplines within the framework of a single research project. In other words, it eliminates at least some of the intellectual barriers impeding the development of multidisciplinarity; and (2) it approaches the subject of the research in a completely different way. It does not reduce it to an object in which just a single discipline specializes, but retains the complexity and diversity of the situation being researched. By its very essence, such a research strategy calls for a multidisciplinary approach and thus helps to break down the barriers associated with the cognitive structures of the disciplines; and (3) owing to the nature of its research tools and understanding of the subject of research, this is an alternative means of ensuring cooperation among scientific disciplines that does not lead to hegemonic interdisciplinary research, where one discipline would have to be subordinate to another or would have to cautiously guard its own boundaries. This then limits the number of barriers associated with interdisciplinary relations.

Some important points should be made concerning this aim. We start by assuming that there is clear establishment of a qualitative—or interpretative ( Maxwell, 2005 ) or naturalistic ( Lincoln & Guba, 1985 , 1994 )—research orientation in the human sciences which we have no need to defend or legitimise here. This has already been done in greater detail and with far greater care by other authors (see, e.g., Denzin and Lincoln, 2005 ). Moreover, qualitative research strategies can now be found in practically all of the social sciences, and their role following the post-modern, cultural or interpretative reversal has increased, as is evident in the wide range of literature (e.g., Reifová, 2010 ; Sewell, 2005 ; Steinmetz, 1999 ; Wagner, 2003 ). In the context of the argument we intend to present, it should be stated that our proposed general framework is designed primarily to serve the purposes of qualitative research, not positivist or post-positivist approaches, for which another unifying framework may be needed.

In what follows, we will first briefly describe the key characteristics of situational analysis and how they relate to the creation of a framework for interdisciplinary research in the social sciences and the elimination of intellectual barriers. Then we describe how situational analysis can contribute towards balanced cooperation in terms of power between the social sciences and towards removing the external interdisciplinary relationships that act as barriers.

Situational analysis

Situational analysis is part of the methodological and epistemological work involved in the “second generation of grounded theory” ( Moorse et al., 2009 ). Its leading exponent is the American researcher Adele Clarke ( 2003 , 2005 , 2007 , 2009 , 2014 ; Clarke & Charmaz, 2014 ; Clarke, Friese, & Washburn, 2015 , 2016 , in press), who created and developed situational analysis after 2003 in response to criticism directed at the first generation of this approach, particularly in the work of Barney Glaser and Anselm Strauss (1967) and Juliet Corbin ( Strauss & Corbin, 1990 , 1998 , 1999 ), and the postmodern turn in the social sciences.

Criticism of the work of the first generation of grounded theorists ( Bryant, 2002 , 2003 ; Charmaz, 2000 , 2006 , 2009 ; Clarke, 2003 , 2005 ; Dey, 1999 , 2004 ; Locke, 1996 , 2001 ) primarily consists of condemnation of its positivist basis, reflected in the following: (1) the limited reflexivity of research practices; (2) treating different results in the data as deviant cases, which results in meanings that do not correspond to the most frequent occurrence of results being marginalized; (3) the excessive generalization of cultural meanings into schematic categories; (4) the implicit promotion of causality in data analysis through the use of an axial model or so-called axial coding; (5) different variants of reductionism in research situations, limiting research to a single central phenomenon; and (6) the rigidity of the analytical procedures used in grounded theory, including a fixation on human actions/ behaviour.

For Clarke (2003, p. 554; 2005, p. xxiv), the postmodern turn embodies a departure from the subject and the emergence in scientific philosophy and the epistemology of phenomena such as an inclination towards discourse, culture and material entities when analysing social facts or emphasizing that a social fact is also discursive, cultural and material in nature. Other characteristics of this turn are an accent on the incompleteness and constructed nature of knowledge and the diverse standpoints those involved hold in relation to events, people, institutions and social processes. Last but not least, the postmodern turn is also characterised by an emphasis on the fragmentary, heterogeneous and complex nature of social reality.

According to Clarke (2007, p. 838; 2014, p. 226), the creation of a situational analysis should enable grounded theory to “push” and “pull” around this turn and lay the groundwork for a far more flexible and more widely applicable methodology based on the very best of the grounded theory tradition. We also assume that it enables the creation of a relatively broad, flexible yet coherent concept that would link up scientific research across the social sciences, leading to much more interdisciplinary research. The reasons for performing situational analysis conceal the effort to address much of the criticism of single-discipline approaches in the social sciences, i.e., the effort to overcome the one-sided/single-discipline view of phenomena, to deal with complex and multi-layered phenomena that call for a multidisciplinary approach or to find alternative ways of analysing data acquired using a variety of research techniques. Situational analysis should therefore not simply lead to the “pushing” and “pulling” of grounded theory around the postmodern turn, but also to the development and deepening of interdisciplinary qualitative research in the social sciences.

Although situational analysis is a new research method which has only developed significantly over the last decade, it now features in a wide range of social sciences: anthropology ( Carder, 2008 ), sociology ( Christensen & Casper, 2000 ; Friese, 2009 , 2010 ; Washburn, 2013 ), various fields of psychology ( Fulton & Hayes, 2012 ; Henckes, 2011 ; Ness & Strong, 2013 ; Schnitzer et al., 2011 ; Strong et al., 2012 ), health science ( French & Miller, 2012 ; Licqurish & Seibold, 2011 ; Mills & Bonner, 2008 ), social work ( Chen, 2011 ), the study of science and technology ( Shostak, 2005 ) and many others. Proof of the important influence that this concept has can be seen, for example, in the fact that during the last ten years the pivotal book by Adele Clarke (2005) , Situational Analysis: Grounded Theory after the Postmodern Turn , has amassed 550 citations in the Scopus academic research database ( Scopus, 2015 ).

Situational analysis as a framework for theoretical interdisciplinarity

Symbolic interactionism . The key assumption it draws from the work of its leading exponents ( Blumer, 1969 ; Denzin, 1989 , 1993 ; Hall, 1987 , 1997 ) is that social reality arises from the interaction of individuals and their sharing of meaning and ongoing definition of a situation. For Clarke, it is the open link to symbolic interactionism that forms an important ontological assumption that explicitly distances itself from the positivist focus of its predecessors (cf., particularly Glaser & Strauss, 1967 ; Glaser, 1978 ) and blends grounded theory with anti-positivism or with interpretative approaches in the social sciences.

Foucauldian discourse analysis , which enables the researcher to enrich grounded theory at the ontological level in two significant ways. Firstly, it places emphasis on discourse(s) that are part of the situation, since classic grounded theory (see, e.g., Glaser & Strauss, 1967 ; Strauss & Corbin, 1990 , 1998 , 1999 ) has a tendency to focus primarily on human actions/behaviour. Secondly, it openly debates the influence of power (so-called micro-politics) both in interaction between actors and also within organisations and social groups, where discourse imposes discipline on the individual and creates a certain form of subjectivity (see, e.g., Foucault, 2000 , 2009 ).

Strauss’s social arenas/worlds theory ( Strauss, 1978 , 1984 ), which is characterised by an attempt to depict meso-level phenomena in the form of social groups, organisations and various discursive arenas, where meanings are negotiated through the abductive logic of qualitative analysis. In this respect, grounded theory also covers the analysis of social groups and organisations, which extends beyond the micro-social orientation of traditional grounded theory. In response to Strauss, in her early writing Clarke (1991) stresses that social groups are crucial for creating social and individual identities and that commitments to them fundamentally influence human actions.

Study of science and technology (e.g., Latour, 2005 ; Star, 1989 ), which emphasizes the material aspects of the situation; in analyses focused solely on the actions of the actors these tend to be marginalized. However, material subjects have an influence on individuals in various different situations, either by specifically restricting/enabling the individual’s actions (e.g., movement, communication or the nature of relations between them) or because individuals create distinctive meanings for them which then influence their behaviour (e.g., in that people start to attribute importance to certain material elements).

If we consider these theoretical assumptions from the viewpoint of the integrating potential of situational analysis, the actual theoretical approaches from which it draws are very broad and extend beyond the boundaries of the individual disciplines (anthropology, philosophy, sociology, psychology, history, etc.). Each theoretical tradition considerably expands and enriches situational analysis, breaking down any intellectual barriers between the individual disciplines at their theoretical foundations.

First of all, symbolic interactionism, which is closely linked to pragmatic philosophy, constitutes the initial core of much qualitatively-oriented (Denzin, 1989 , 1993 ; Denzin & Lincoln, 2005 ) research, making situational analysis compatible with approaches that share similar bases across social sciences. In this theoretical framework, psychology and sociology are particularly close. In both, we can see the disappearance of a boundary delimited by theoretical concepts focused narrowly on the subject of each of these sciences (internal psychic processes versus society), and the process side of the domains’ research subjects are highlighted—i.e., the effect of society on the creation of mental processes and vice versa how psychic processes share in the production of social reality.

Stressing the power dimension of interpersonal relationships and the role of discourses in creating subjectivity allows the author to avoid the criticism addressed at older generations of interactiononistic authors who ignored the power relations and discourses involved in shaping the meaning of social reality ( Burawoy, 2000 ). In this regard, situational analysis innovates the project of symbolic interactionism itself and also opens up a space for theoretical cooperation between all disciplines trying to understand power relations between actors and the influence of discourses on human behaviour. In particular, it enables theoretical concepts adopted in sociology to be conveyed into the area of social work or organisational and healthcare studies. As Emmelin Erikson (2013) demonstrated in a health-supporting environment, the creation of meanings of a quality environment is strongly influenced by discourses that are present in the situation and that create normative expectations regarding its current and future shape.

Use of Strauss’s concept of social worlds and arenas then expands the cognitive horizon of situational analysis to include a social meso-level. While the majority of qualitative research focuses on the meanings of individuals, situational analysis also pays attention to how meanings are created by collective actors (groups or organisations) and how individuals create commitments towards collective actors. This move enables qualitative studies to be conducted in fields predominantly focused on a particular subject (psychology, healthcare fields or social work) to shift their attention beyond the horizon of that subject and to watch how it is formed by the activity of the organisation and social group.

Last but not least, emphasising material elements presents a further aspect that may be analysed in a research situation and which should be taken into account. Material elements are not only important for understanding the development of science and technology, but they also play an important role in other domains of social reality—work, education, medicine and many others. Situational analysis therefore aims for a much more expressive conceptualisation even in social scientific fields that do not traditionally specialise in them.

The theoretical bases of situational analysis thus not only expand the sphere of those aspects of social reality to be emphasised by the researcher, i.e., they give the researcher an interdisciplinary view of social reality, but also form the basis for cooperation among multiple disciplines and can prompt researchers from various fields (e.g., psychology, architecture, business economics) to cooperate together to understand a particular phenomenon. The synthesis of these four theoretical approaches in situational analysis then paves the way for an alternative understanding of the subject of the research, which is another factor that makes situational analysis a suitable framework for interdisciplinary research.

Situational analysis as a framework for epistemological interdisciplinarity

By changing the approach to the subject of the research, Clarke deals with much of the epistemological criticism brought on by the postmodern turn in the social sciences. According to the author ( Clarke, 2014 , p. 241), the very situation of exploration should form the basic unit of analysis . The subject of our research should therefore not be a partial phenomenon, e.g., actions, behaviour or experiencing a certain emotion, but the entire situation that encompasses and helps to shape these phenomena.

Although in traditional grounded theory, Strauss and Corbin ( 1990 , p. 163; 1998 , p. 184) attempted to resolve the role of the situation to a certain extent by drawing up what they referred to as the “conditional matrix,” which portrays the context of the phenomenon as well as the elements that influence human behaviour/actions from outside. Nevertheless, Clarke ( 2009 , p. 208) does not agree that the situation should be conceptualised in this way, as in her own words: “[…] the conditions of the situation are in the situation. There is no such thing as context.” By making this provocative statement, the author draws attention to the fact that breaking matters down into phenomenon and context is an arbitrary intervention on the part of the researcher and an act that may be performed and justified at the analytical level but not at the ontological level. Moreover, this basis enables her to show that all the elements in a given situation constitute and influence one another, meaning that they cannot be reduced to a mere phenomenon and its conditional context.

Transferring the analytical focus of the action to the situation will not reduce the phenomenon to a pre-identified expression of human action/behaviour and will not release it from the relations that (combine to) shape it, meaning that the entire situation being researched retains its complexity. Also, in the situation, it enables unique and particular elements to be identified that might not otherwise be considered if the researcher were to concentrate on just one main phenomenon from the very start. It is this approach that allows Clarke to make these broad theoretical starting points which do not separate theory from epistemology and method.

In terms of the development of interdisciplinarity, this epistemological turn is important because the social science disciplines often only study sub-phenomena that relate to the situation, e.g., the mentality of the actors, the way they experience emotions, the material elements in the situation, the discourses to which the people relate, or merely the actions and behaviour of the actors. What makes the situational analysis approach different is its emphasis on the fact that all these elements create the research situation and that we cannot focus on just one of them, as this would break it away from its relations to the other elements of the situation that constitute it. In other words, situational analysis, not only at the level of its theoretical bases, but also in terms of the conceptualisation of the subject of the research, is consistently interdisciplinary, which necessitates the integration of different forms of knowledge about all the aspects that make up the situation. This means that the integration offered by situational analysis is not merely theoretical, but also epistemological.

The usefulness of epistemological interdisciplinary situational analysis can be demonstrated in a number of cases. If, as one of them, we take interaction in a school classroom, the traditional object of pedagogical research, we should not just analyse the content and forms of interaction (pedagogical communication) but also the emotions that the individuals experience in that situation and the methods they use to regulate them, which is also a traditional object of psychological research. At the same time, we should also take into account how power is used by the individuals in the interaction, and how its use is interpreted and legitimised, which, by contrast, is the focus of attention in the sociological approach. We should also not forget the role played here by the material aspects (classroom layout, proximity/distance of the actors and communicational tools that the individuals have at their disposal), i.e., aspects of the situation that under normal circumstances would only be the subject of study in science and technology. We can see that in highlighting the situation as the basic unit of the analysis, the boundaries between the social science disciplines start to dissolve rapidly.

No less exemplary in this regard are the research surveys by Clarke and Montini (1993) on female contraception, or by Jenifer Fosket (2015) on breast cancer, which analyse all the elements that enter the research situation. On the one hand, we can see in them an effort to incorporate pressure groups (a traditional subject of study in the social movement and political science discipline) or introduce new kinds of treatment (an object of study in science and technologies), and on the other hand expert and moralising discourses that defend or criticise kinds of treatment (a traditional subject in cultural sociology), as well as individual interpretation and the experience of actors (an object of interest in sociology and the psychology of health).

Situational analysis as a framework for methodological interdisciplinarity

situational maps , serving to portray all the key elements present in the situation being researched regardless of the type of element involved (e.g., individual, social group, behaviour, emotion, discourse, significance or material). With this kind of map, what Jennifer Fosket (2015) refers to as a “thick analysis” is performed, i.e., as detailed as possible a comparison of relations between the individual elements of the situation. In this sense, therefore, situational analysis fulfils the basic premise of grounded theory as understood by Glaser and Strauss ( 1967 , p. vii), i.e., that it is “a general method of (constant) comparative analysis.” [2]

maps of social worlds and arenas , to identify the key social groups, organisations and arenas in which meanings are negotiated and which are included in the ongoing negotiations. In comparison with situational maps, maps of social worlds and arenas are a means of understanding the actors’ situations at the social meso-level, providing an understanding of how commitments are formed in individuals, e.g., as identities or in relation to various social groups, or how a situation is influenced by the discourses within a certain organisation.

positional maps , which cover the main positions (not) advocated by those involved in a given situation based on the semantic axes which can be found around central themes or problems identified within the situation being researched.

What is important for us is that all three tools enable the research processes to be integrated not only at the ontological, epistemological and theoretical levels but also at the methodological level. In this respect situational maps are the most general research technique used in situational analysis, and they enable the broadest possible methodological integration. Therefore, they create the best conditions for unifying research strategies. They can be used for the “cartographic analysis” of any kind of situation, even teaching pupils at elementary school, the conduct of doctors in regional hospitals, or researching social movements in rural France or tourism in Bratislava at the end of the nineteenth century. Situational maps can be constructed using any type of material, not just the available texts or recordings of interviews with informers, but also visual data and observation data, etc. Coding and the notes created notes on this diverse information can then be used to construct maps of any situation, capturing all the key elements that make up the situation. This enables situational analysis to integrate various techniques for the qualitative production of data into a single methodological framework.

Maps of social worlds and arenas then represent an analogous means of organising and integrating data at the social meso-level, which is particularly useful for monitoring the development of social groups and organisations. They enable us to track their emergence and demise, as well as transformations in the exclusivity and dominant values which constitute their symbolic boundaries ( Lamont & Molnár, 2002 ) in addition to the discourses they themselves generate. The research processes of all disciplines interested in the social meso-level can be connected up and unified, i.e., not only sociology and psychology, but also organisational studies, marketing, ecology, urbanism, corporate economics or medical research with groups of patients or healthcare institutions. Moreover, some of the most intensive empirical research over the last decade has been developed through situational analysis.

Last but not least, the use of positional maps gives a deeper understanding of the key positions of the actors identifiable in qualitative data. This kind of methodological tool can again be applied across all disciplines striving to understand how individual actors deal with certain problems or issues. This can be done regardless of whether it involves the position of children in relation to their nursery school teacher, how indigenous peoples see the arrival of Western medicine in Papua New Guinea or what librarians think of the way municipal library information systems work. In these examples, we again see a blurring of the boundaries between pedagogy and psychology, anthropology and health sciences, and computer science and urban studies.

Situational analysis as a federal structure of the disciplines of social science

In relation to the external barriers of multidisciplinary research in the social sciences and in response to the inspiring work of George Steinmetz (2007) , we have developed a keen awareness that collaboration between disciplines is not an “innocent undertaking.” It may actually take on various power configurations that represent various forms of cooperation based on interdisciplinarity and transdisciplinarity. In this article, we must therefore define the configuration of relations among the social science disciplines that we think are particularly suited to the use of situational analysis as a suitable framework for the development of interdisciplinary research.

Indirect imperial domination , reminiscent of the international political situation of the United States in the 1980s and 1990s when it tried to assert its hegemony in various regions of the world by indirect means without direct territorial subjugation. According to Steinmetz ( 2007 , p. 56), this type of interdisciplinary research leads to situations where less-developed disciplines take over categories, classifications, theoretical approaches and methodological strategies under the influence of disciplines that are far more dominantly established in the social sciences, thereby making them indirectly dependent.

Colonialism , i.e., a situation where one country directly controls the territory of another, such as the British Empire territory in what is now South Africa in the nineteenth century. What is characteristic about disciplinary colonialism is that one discipline controls another and clearly dictates how knowledge should be produced and validated within that discipline.

The Westphalian system of equal sovereign states is the third type of analogy of interdisciplinary cooperation, in which scientific disciplines exist as sovereign entities with clearly differentiated boundaries and none is dominated by another. This kind of relationship is reminiscent of the ties between the states of Europe after 1648, when the system of territorially delimited and sovereign states emerged. In this concept, the individual disciplines carefully monitor their boundaries and tend to define themselves rather than collaborate with one another.

Non-imperial travel and transculturation . The last pattern of international relations applicable to scientific disciplines is similar to the situation after the fall of an empire, e.g., the end of colonial administration in India in the 1960s. If we then look at relations between disciplines from the viewpoint of this analogy, an originally dominant and self-contained discipline loses control of its boundaries, or the disciplines it formerly controlled, providing an opportunity for mutual inspiration, i.e., for bilateral cultural enrichment.

According to Steinmetz ( 2007 , p. 57), the most suitable of these four forms of interdisciplinary cooperation is the last one, as it strives to avoid power (sub)dominance on the one hand and the close guarding of its boundaries on the other, both being mechanisms that, according to him, do not result in any significant mutual enrichment between disciplines or help to develop scientific knowledge.

Although situational analysis is a framework for taking an interdisciplinary approach to research, we do not think that it corresponds to any of the types of interdisciplinarity described by Steinmetz (2007) because of the power relations between fields. In our opinion, situational analysis offers a federal structure of disciplines , reminiscent of relations in political federations, e.g., the “Union” in the United States in the nineteenth century or the Hanseatic League of cities in Europe in the sixteenth century, where political sub-units are connected on the basis of shared values, objectives and international policy instruments. If we then apply this concept to cooperation between disciplines (e.g., anthropology, sociology, political science), this would mean that disciplines based on the same values (ontology) and with similar objectives (epistemology) could cooperate together when using shared research tools (methodology).

The federal structure is a suitable “political” framework for interdisciplinarity, as it transcends the boundaries of the various disciplines and does not enforce their individual cognitive interests which could adversely restrict the subject of the research. Instead, it provides researchers with a bolt enabling them to connect their research work with that of other researchers with similar ideas from other disciplines or with a basis for individually controlled research which seeks to respect different cognitive viewpoints without enforcing the primacy of just one of them. Because of this, situational analysis does not lead to the colonialism of other disciplines nor does it result in disciplines cautiously guarding their own boundaries, or in non-territorial dominance.

Although there are numerous barriers impeding the development of multidisciplinary research in the social sciences, approaches exist that have the potential to overcome them. One of these is situational analysis, which, in the case of qualitative research, enables at least some of these barriers to be broken down. Specifically, these provide ways of eliminating most of the barriers created by the existence of different intellectual bases and external interdisciplinary relations.

Following the work of Katri Huutoniemi et al. ( 2010 , pp. 84-85), situational analysis may be said to represent a strong concept of interdisciplinarity , which blends empirical, methodological, theoretical and epistemological interdisciplinarity to form a single model of scientific research. In practice, this approach results in the connecting up of different kinds of empirical data which in normal circumstances would just be part of one research field greatly enhancing our understanding of empirical reality. Different data collection techniques are then combined to form a coherent methodological system, while the synthesis and development of theoretical concepts from multiple research fields give it a far more holistic and comprehensive picture of social reality. It also leads to an alternative way of understanding phenomena which highlights the fact that the situation from which the analysis must start should be the subject of all social sciences. It is this accentuation of the role of the situation and situationality of all phenomena that leads us to believe that we should understand phenomena through interdisciplinary logic.

However, this distinct focus on the situation does not only bring advantages. Many of the diverse elements present in the situation that needs to be dealt with by the researcher raise questions as to how all the aspects of the situation can be captured and represented. In this regard, and in the spirit of the pragmatic philosophy from which it originates, situational analysis offers the following answers. The researcher should focus mainly on those aspects of the situation that are most useful from the cognitive point of view, i.e., those that we know the least about and that have the greatest potential to lead to a new discovery. As for the representation of various meaning positions, in research based on situational analysis the process of cumulating findings may be slower but its scientific value is significantly higher, as it does not involve unreflected (theoretically or epistemologically managed) reductionism and allows for a much deeper understanding of complex reality.

As we noted at the beginning of the study, situational analysis is not and cannot be a general tool for developing multidisciplinarity in all social science fields because it is closely tied to qualitative research methodology, antipositivism and pragmatic philosophy. These three approaches contain the potential for interdisciplinary research based on situational analysis. Since the qualitative approach can only be used in certain kinds of research, this restricts its use as a tool of methodological interdisciplinarity within social science. From the antipositivist orientation stems the limitation in the field of epistemological interdisciplinarity and from the tradition of pragmatic philosophy, of theoretic interdisciplinarity. Despite these understandable limitations, we still believe that situational analysis is a promising approach, which, if used more frequently, could lead to the development of alternative (non-power-based) forms of interdisciplinarity in the social science.

Abbott, A. (2001). Chaos of disciplines . Chicago: University of Chicago Press. Search in Google Scholar

Bhambra, G. K., & Holmwood, J. (2011). Introduction and the challenge of interdisciplinarity. Journal of Historical Sociology, 24 , 1-8. Search in Google Scholar

Blumer, H. (1969). Symbolic interactionism: Perspective and method . Englewood Cliffs: Prentice Hall. Search in Google Scholar

Brewer, G. D. (1999). The challenges of interdisciplinarity. Policy Sciences, 32 , 327-337. Search in Google Scholar

Bryant, A. (2002). Re-grounding grounded theory. Journal of Information Technology, Theory and Application , 44 , 25-42. Search in Google Scholar

Bryant, A. (2003). Constructive/ist response to Glaser. FQS Forum: Qualitative Social Research , 4 . Available online: http://www.qualitative-research.net/index.php/fqs/article/view/757/1642 Search in Google Scholar

Buanes, A., & Jentoft, S. (2009). Building bridges: Institutional perspectives on interdisciplinarity. Futures, 41 , 446-454. Search in Google Scholar

Burawoy, M. (2000). Introduction. In M. Burawoy et al. (Eds.), Ethnography unbound: Power and resistance in the modern metropolis (pp. 1-27). Berkeley: University of California Press. Search in Google Scholar

Carder, P. C. (2008). Managing medication management in assisted living: A situational analysis. Journal of Ethnographic and Qualitative Research, 3 , 1-12. Search in Google Scholar

Charmaz, K. (2000). Grounded theory: Objectivist and constructivist methods. In N. Denzin & Y. Lincoln (Eds.), Handbook of qualitative research (pp. 507-536). Thousand Oaks: Sage. Search in Google Scholar

Charmaz, K. (2006). Constructing grounded theory . London: Sage. Search in Google Scholar

Charmaz, K. (2009). Shifting the grounds: Constructivist grounded theory methods. In J. M. Moorse et al. (Eds.), Developing grounded theory: The second generation (pp. 127-154). Walnut Creek, CA: Left Coast Press. Search in Google Scholar

Chen, J. (2011). Beyond human rights and public health: Citizenship issues in harm reduction . International Journal of Drug Policy, 22 , 184-188. Search in Google Scholar

Christensen, V., & Casper, M. J. (2000). Hormone mimics and disrupted bodies: A social worlds analysis of a scientific controversy. Sociological Perspectives, 43 , 93-120. Search in Google Scholar

Clarke, A. E. (1991). Social worlds theory as organization theory. In D. Maines (Ed.), Social organization and social process: Essays in honor of Anselm Strauss (pp. 17-42). Hawthorne: Aldyne de Gruyter. Search in Google Scholar

Clarke, A. E., & Montini, T. (1993). The many faces of RU-486: Tales of situated knowledges and technological contestations. Science, technology and Human Values, 18 (1), 42-78. Search in Google Scholar

Clarke, A. E. (2003). Situational analysis: Grounded theory after the postmodern turn. Symbolic Interaction, 26 , 553-576. Search in Google Scholar

Clarke, A. E. (2005). Situational analysis: Grounded theory after the postmodern turn . Thousand Oaks: Sage. Search in Google Scholar

Clarke, A. E. (2007). Grounded theory: Critiques, debates, and situational analysis. In W. Outhwaite & S. P. Turner (Eds.), The SAGE handbook of social science methodology (pp. 838-885). London: SAGE. Search in Google Scholar

Clarke, A. E. (2009). From grounded theory to situational analysis: What’s new? Why? How? In J. M. Moorse et al. (Eds.), Developing grounded theory: The second generation (pp. 194-233). Walnut Creek: Left Coast Press. Search in Google Scholar

Clarke, A. E. (2014). Grounded theory: Critiques, debates, and situational analysis. In A. E. Clarke & K. Charmaz (Eds.), Grounded theory and situational analysis . Volume I. History, essentials and debates in grounded theory (pp. 225-251). Thousand Oaks: Sage. Search in Google Scholar

Clarke, A. E., & Charmaz, K. (2014). Editors’ introduction: Grounded theory and situational analysis. In A. E. Clarke & K. Charmaz (Eds.), Grounded theory and situational analysis. Volume I. History, essentials and debates in grounded theory (pp. xxi xliii). Thousand Oaks: Sage. Search in Google Scholar

Clarke, A. E., Friese, C., & Washburn, R. (Eds). (2015). Situational analysis in practice: Mapping research with grounded theory . London: Left Coast Press Inc. Search in Google Scholar

Clarke, A. E., Friese, C., & Washburn, R. (Eds). (2016). Situational analysis: Grounded theory after the interpretative turn . London: Left Coast Press Inc. In press. Search in Google Scholar

Clarke, A. E., & Star, S. L. (2007). Social worlds/arenas: A theory/methods package. In E. J. Hackett, O. Amsterdamska, M. E. Lynch, & J. Wajcman (Eds.), The handbook of science and technology studies (pp. 113-137). Cambridge: MIT Press. Search in Google Scholar

Denzin, N. K. (1989). Interpretative interactionism . Newbury Park, CA: Sage. Search in Google Scholar

Denzin, N. K. (1993). Symbolic interactionism and cultural studies: The politics of interpretation . Oxford: Basil Blackwell. Search in Google Scholar

Denzin, N., & Lincoln, Y. (2005). Handbook of qualitative research . Thousand Oaks: Sage. Search in Google Scholar

Dey, I. (1999). Grounding grounded theory: Guidelines for qualitative inquiry . San Diego: Academic Press. Search in Google Scholar

Dey, I. (2004). Grounded theory. In C. Seale et al. (Eds.), Qualitative research practice (pp. 80-93). London: Sage. Search in Google Scholar

Dubrow, J. (2011). Sociology and American studies: A case study in the limits of interdisciplinarity. American Sociologist, 42 , 303-315. Search in Google Scholar

Eriksson, E. (2013). What constitutes a health-enabling neighborhood? A grounded theory situational analysis addressing the significance of social capital and gender. Social Science & Medicine , 97 , 112-123. Search in Google Scholar

Fosket, J. R. (2015). Situating knowledge. In A. E. Clarke, C. Friese, & R. Washburn (Eds.), Situational analysis in practice. Mapping research with grounded theory (pp. 195-215). London: Left Coast Press Inc Search in Google Scholar

Foucault, M. (2000). Dozerať a trestať. Zrod väzenia . [Discipline & punish: The birth of the prison]. Bratislava: Kaligram. Search in Google Scholar

Foucault, M. (2009). Zrození biopolitiky . [The birth of biopolitics]. Brno: CDK. Search in Google Scholar

French, M., & Miller, F. A. (2012). Leveraging the living laboratory: On the emergence of the entrepreneurial hospital. Social Science & Medicine, 75 , 717-724. Search in Google Scholar

Friese, C. (2009). Models of cloning, models for the Zoo: Rethinking the sociological significance of cloned animals. BioSocieties, 4 , 367-390. Search in Google Scholar

Friese, C. (2010). Classification conundrums: Classifying chimeras and enacting species preservation. Theory and Society, 39 , 145-172. Search in Google Scholar

Fulton, J., & Hayes, C. (2012). Situational analysis-framing approaches to interpretive inquiry in healthcare research. International Journal of Therapy and Rehabilitation, 19 , 662-669. Search in Google Scholar

Garforth, L., & Kerr, A. (2011). Interdisciplinarity and the social sciences: Capital, institutions and autonomy. British Journal of Sociology, 62 , 657-676. Search in Google Scholar

Gibbons, M. et al. (1994) . The new production of knowledge the dynamics of science and research in contemporary societies . London: Sage. Search in Google Scholar

Glaser, B. G. (1965). The constant comparative method of qualitative analysis. Social Problems, 12 , 436 445. Search in Google Scholar

Glaser, B. G. (1978). Theoretical sensitivity: Advances in the methodology of grounded theory . Mill Valley: Sociology Press. Search in Google Scholar

Glaser, B. G., & Strauss, A. L. (1967). The discovery of grounded theory: Strategies for qualitative research . Chicago: Aldine. Search in Google Scholar

Hall, P. M. (1987). Interactionism and the study of social organization. The Sociological Quarterly 28, 1-22. Search in Google Scholar

Hall, P. M. (1997). Meta-power, social organization, and the shaping of social action. Symbolic Interaction, 20 , 397-418. Search in Google Scholar

Hallberg, L. R-M. (2006). The core category of grounded theory: Making constant comparisons . International Journal of Qualitative Studies on Health and Well-being, 1 , 141-148. Search in Google Scholar

Henckes, N. (2011). Reforming psychiatric institutions in the mid-twentieth century: A framework for analysis. History of Psychiatry, 22 , 164-181. Search in Google Scholar

Hicks, D., & Katz, S. J. (1996). Where is science going? Science, Technology, & Human Values, 21 , 379-406. Search in Google Scholar

Holmwood, J. (2011). Sociology after Fordism: Prospects and problems. European Journal of Social Theory, 14 , 537-556. Search in Google Scholar

Huutoniemi, K. et al. (2010). Analyzing interdisciplinarity: Typology and indicators. Research Policy, 3 9, 79-88. Search in Google Scholar

Jacobs, J. A., & Frickel, S. (2009). Interdisciplinarity: A critical assessment. Annual Review of Sociology , 35 , 43-65. Search in Google Scholar

Klein, J. T. (1990). Interdisciplinarity: History, theory & practice . Detroit: Wayne State University Press. Search in Google Scholar

Klein, J. T. (1996). Crossing boundaries. Knowledge, disciplinarities, and interdisciplinarities . Charlottesville: University Press of Virginia. Search in Google Scholar

Klein, J. T. (2011). Une taxinomie de l’interdisciplinarité. Nouvelles Perspectives en Sciences Sociales, 7 , 15-48. Search in Google Scholar

Laflamme, S. (2011). Recherche interdisciplinaire et réflexion sur l’interdisciplinarité. Nouvelles Perspectives en Sciences Sociales, 7 , 49-64. Search in Google Scholar

Lamont, M., & Molnár, V. (2002). The study of boundaries in the social sciences. Annual Review of Sociology, 28 , 167-195. Search in Google Scholar

Latour, B. (2005). Reassembling the social: An introduction to actor-network theory. Oxford: Oxford University Press. Search in Google Scholar

Licqurish, S., & Seibold, C. (2011). Applying a contemporary grounded theory methodology. Nurse Researcher , 18 , 11-16. Search in Google Scholar

Lincoln, Y., & Guba, E. G. (1985). Naturalistic inquiry . Newbury Park: Sage publication. Search in Google Scholar

Lincoln, Y., & Guba, E. G. (1994). Competing paradigms in qualitative research. In N. Denzin & Y. Lincoln (Eds.), Handbook of qualitative research (pp. 105-118). Thousand Oaks: Sage. Search in Google Scholar

Locke, L. (1996). Rewriting the discovery of grounded theory after 25 years? Journal of Management Inquiry, 5 , 239-245. Search in Google Scholar

Locke, K. (2001). Grounded theory in management research . Thousand Oaks: Sage. Search in Google Scholar

Mills, J., F. & Bonner, A. K. (2008). Getting to know a stranger – rural nurses’ experiences of mentoring: A grounded theory. International Journal of Nursing Studies, 45 , 599-607. Search in Google Scholar

Marcovich, A., & Shinn, T. (2011). Where is disciplinarity going? Meeting on the borderland. Social Science Information, 50 , 582-606. Search in Google Scholar

Maxwell, J. A. (2005). Qualitative research design: An interactive approach . Thousand Oaks: Sage. Search in Google Scholar

Moran, J. (2002). Interdisciplinarity: The new critical idiom . London, New York: Routledge. Search in Google Scholar

Morse, J. M., Stern, P. N., Corbin, J., Bowers, B., Charmaz, K., & Clarke, A. E. (2009). Introduction. In J. M. Moorse et al. (Eds.). Developing grounded theory: The second generation . Walnut Creek: Left Coast Press. Search in Google Scholar

Nicolescu, B. (2011). De L’interdisciplinarite a La Transdisciplinarite: Foundation Du Dialogue Entre Les Sciences Humaines Et Les Sciences Exactes. Nouvelles Perspectives En Sciences Sociales, 7 , 89-103. Search in Google Scholar

Nikitina, S. (2005). Pathways of interdisciplinary cognition. Cognition and Instruction, 23 , 389-425. Search in Google Scholar

Nowotny, H. et al. (2001 ). Rethinking science: Knowledge and the public in an age of uncertainty . Cambridge: Polity Press. Search in Google Scholar

Ness, O., & Strong, T. (2013). Learning new ideas and practices together: A co-operative inquiry. Journal of Family Psychotherapy, 24 , 246-260. Search in Google Scholar

Petts, J. et al. (2008). Crossing boundaries: Interdisciplinarity in the context of urban environments. Geoforum, 39 , 593-601. Search in Google Scholar

Reifová, I. (2010). Obrácené století: „kulturální obrat“ jako postdisciplinární událost. [Inverted century: the “cultural turn” as postdisciplinary event]. In T. Edwards (Ed), Kulturální teorie: Klasické a současné přístupy . Praha: Portál. Search in Google Scholar

Russell, A. W., Wickson, F., & Carew, A. L. (2008). Transdisciplinarity: context, contradictions, and capacity. Futures , 40 , 460-472. Search in Google Scholar

Sá, C. M. (2008). Interdisciplinary strategies in U.S. research universities. Higher Education, 55 , 536-552. Search in Google Scholar

Scopus (2015). Databáze Scopus. Available online: http://www.scopus.com/ Search in Google Scholar

Sewell, W. H., Jr. (2005). Logics of history: Social theory and social transformation . Chicago: University of Chicago Press. Search in Google Scholar

Shostak, S. (2005). The emergence of toxicogenomics: A case study of molecularization. Social Studies of Science, 35 , 367-403. Search in Google Scholar

Schnitzer, G. et al. (2011). Negotiating the pathways into care in a globalizing world: Help-seeking behaviour of ultra-orthodox Jewish parents. International Journal of Social Psychiatry, 57 , 153-165. Search in Google Scholar

Schoenberger, E. (2001). Interdisciplinarity and social power. Progress in Human Geography, 25 , 365-382. Search in Google Scholar

Schut, M. et al. (2014). Towards dynamic research configurations: A framework for reflection on the contribution of research to policy and innovation processes. Science and Public Policy, 41 , 207-218. Search in Google Scholar

Smelser, N. (2004). Interdisciplinarity in theory and practice. In C. Camic & H. Joas (Eds.), The dialogical turn: New roles for sociology in the postdisciplinary age (pp. 43-64). Rowman, Littlefield: Oxford University Press. Search in Google Scholar

Spielman, D. et al. (2009). The art and science of innovation systems inquiry: Application to Sub-Saharan African agriculture. Technology in Society , 31 , 399-405. Search in Google Scholar

Star, S. L. (1989). Regions of the mind: Brain research and the quest for scientific certainty . Stanford: Stanford University Press. Search in Google Scholar

Steinmetz, G. (Ed.). (1999). State/culture: State-formation after cultural turn . New York: Cornell University Press. Search in Google Scholar

Steinmetz, G. (2005). Scientific authority and the transition to post-Fordism: The plausibility of positivism in U. S. sociology since 1945. In G. Steinmetz (Ed.), The politics of method in the human science: The positivism and its epistemological others (pp. 275-323). Durham: Duke University Press. Search in Google Scholar

Steinmetz, G. (2007). Transdisciplinarity as a non-imperial encounter: For an open sociology. Thesis Eleven , 91 , 48-65. Search in Google Scholar

Strauss, A., L. (1978). Social worlds perspective. Studies in Symbolic Interaction, 1 , 119-128. Search in Google Scholar

Strauss, A. L. (1984). Social worlds and their segmentation processes. Studies in Symbolic Interaction, 4 , 123-139. Search in Google Scholar

Strauss, A. L., & Corbin, J. (1990). The basics of qualitative analysis: Grounded theory procedures and techniques . Thousand Oaks: Sage. Search in Google Scholar

Strauss, A. L., & Corbin, J. (1998). The basics of qualitative analysis: Grounded theory procedures and techniques (2nd ed.). Thousand Oaks: Sage. Search in Google Scholar

Strauss, A. L., & Corbin, J. (1999). Základy kvalitativního výzkumu . (Basics of qualitative research). Boskovice: Albert. Search in Google Scholar

Strong, T. et al. (2012). Counsellors respond to the DSM-IV-TR. Canadian Journal of Counselling and Psychotherapy, 46 , 85-106. Search in Google Scholar

Szostak, R. (2008). Classification, interdisciplinarity, and the study of science. Journal of Documentation, 64 , 319-332. Search in Google Scholar

Turner, S. (2000). What are disciplines? And how is interdisciplinarity different. In P. Weingart & N. Stehr (Eds.), Practicing interdisciplinarity (pp. 46-65). Toronto: University of Toronto Press. Search in Google Scholar

Wagner, P. (2003). As intellectual history meets historical sociology: Historical sociology after the linguistic turn. In G. Delanty & E. F. Isin (Eds.), Handbook of historical sociology (pp. 168-180). London: Sage. Search in Google Scholar

Wallerstein, I. et al. (1998). Kam směřují sociální vědy? Zpráva Gubenkianovy komise o rekonstrukci sociálních věd . [Open the Social Sciences: Report of the Gulbenkian Commission on the restructuring of the social sciences]. Praha: SLON. Search in Google Scholar

Washburn, R. (2013). Rethinking the disclosure debates: A situational analysis of the multiple meanings of human biomonitoring data. Critical Public Health , 23 , 1-14. Search in Google Scholar

Weingart, P. (2000). Interdisciplinarity: The paradoxical discourse. In P. Weingart & N. Stehr (Eds.), Practising interdisciplinarity (pp. 25-41). Toronto: University of Toronto Press. Search in Google Scholar

Woelert, P., & Millar, V. (2013). The paradox of interdisciplinarity in Australian research governance. Higher Education, 66 , 755-767. Search in Google Scholar

Ziman, J. (1994). Prometheus bound: Science in a dynamic steady state . Cambridge: Cambridge University Press. Search in Google Scholar

© 2016 Institute for Research in Social Communication, Slovak Academy of Sciences

• X / Twitter

Supplementary Materials

Please login or register with De Gruyter to order this product.

Journal and Issue

Articles in the same issue.

• Article Writing Affordable Article Writing Services
• Blog Writing Blogs that optimise your visibility
• Product Description Website that optimise your visibility
• Website Writing Website that optimise your visibility
• Proofreading Website that optimise your visibility
• Translation Website that optimise your visibility
• Agriculture Affordable Article Writing Services
• Health & Beauty Blogs that optimise your visibility
• Automotive Website that optimise your visibility
• Sports & fitness Website that optimise your visibility
• Real Estate Website that optimise your visibility
• Entertainment Website that optimise your visibility
• Blogs Affordable Article Writing Services
• Samples Blogs that optimise your visibility
• Case Study Website that optimise your visibility

“How to Write Case Studies: A Comprehensive Guide”

Case studies are essential for marketing and research, offering in-depth insights into successes and problem-solving methods. This blog explains how to write case studies, including steps for creating them, tips for analysis, and case study examples. You'll also find case study templates to simplify the process. Effective case studies establish credibility, enhance marketing efforts, and provide valuable insights for future projects.

Case studies are detailed examinations of subjects like businesses, organizations, or individuals. They are used to highlight successes and problem-solving methods. They are crucial in marketing, education, and research to provide concrete examples and insights.

This blog will explain how to write case studies and their importance. We will cover different applications of case studies and a step-by-step process to create them. You’ll find tips for conducting case study analysis, along with case study examples and case study templates.

Effective case studies are vital. They showcase success stories and problem-solving skills, establishing credibility. This guide will teach you how to create a case study that engages your audience and enhances your marketing and research efforts.

What are Case Studies?

1. Definition and Purpose of a Case Study

Case studies are in-depth explorations of specific subjects to understand dynamics and outcomes. They provide detailed insights that can be generalized to broader contexts.

2. Different Types of Case Studies

• Exploratory: Investigates an area with limited information.
• Explanatory: Explains reasons behind a phenomenon.
• Descriptive: Provides a detailed account of the subject.
• Intrinsic : Focuses on a unique subject.
• Instrumental: Uses the case to understand a broader issue.

3. Benefits of Using Case Studies

Case studies offer many benefits. They provide real-world examples to illustrate theories or concepts. Businesses can demonstrate the effectiveness of their products or services. Researchers gain detailed insights into specific phenomena. Educators use them to teach through practical examples. Learning how to write case studies can enhance your marketing and research efforts.

Understanding how to create a case study involves recognizing these benefits. Case study examples show practical applications. Using case study templates can simplify the process.

5 Steps to Write a Case Study

1. Identifying the Subject or Case

Choose a subject that aligns with your objectives and offers valuable insights. Ensure the subject has a clear narrative and relevance to your audience. The subject should illustrate key points and provide substantial learning opportunities. Common subjects include successful projects, client stories, or significant business challenges.

2. Conducting Thorough Research and Data Collection

Gather comprehensive data from multiple sources. Conduct interviews with key stakeholders, such as clients, team members, or industry experts. Use surveys to collect quantitative data. Review documents, reports, and any relevant records. Ensure the information is accurate, relevant, and up-to-date. This thorough research forms the foundation for how to write case studies that are credible and informative.

3. Structuring the Case Study

Organize your case study into these sections:

• Introduction: Introduce the subject and its significance. Provide an overview of what will be covered.
• Background: Provide context and background information. Describe the subject’s history, environment, and any relevant details.
• Case Presentation: Detail the case, including the problem or challenge faced. Discuss the actions taken to address the issue.
• Analysis: Analyze the data and discuss the findings. Highlight key insights, patterns, and outcomes.
• Conclusion: Summarize the outcomes and key takeaways. Reflect on the broader implications and lessons learned.

4. Writing a Compelling Introduction

The introduction should grab the reader’s attention. Start with a hook, such as an interesting fact, quote, or question. Provide a brief overview of the subject and its importance. Explain why this case is relevant and worth studying. An engaging introduction sets the stage for how to create a case study that keeps readers interested.

5. Providing Background Information and Context

Give readers the necessary background to understand the case. Include details about the subject’s history, environment, and any relevant circumstances. Explain the context in which the case exists, such as the industry, market conditions, or organizational culture. Providing a solid foundation helps readers grasp the significance of the case and enhances the credibility of your study.

Understanding how to write a case study involves meticulous research and a clear structure. Utilizing case study examples and templates can guide you through the process, ensuring you present your findings effectively. These steps are essential for writing informative, engaging, and impactful case studies. 

How to Write Case Study Analysis

1. Analyzing the Data Collected

Examine the data to identify patterns, trends, and key findings. Use qualitative and quantitative methods to ensure a comprehensive analysis. Validate the data’s accuracy and relevance to the subject. Look for correlations and causations that can provide deeper insights.

2. Identifying Key Issues and Problems

Pinpoint the main issues or challenges faced by the subject. Determine the root causes of these problems. Use tools like SWOT analysis (Strengths, Weaknesses, Opportunities, Threats) to get a clear picture. Prioritize the issues based on their impact and urgency.

3. Discussing Possible Solutions and Their Implementation

Explore various solutions that address the identified issues. Compare the potential effectiveness of each solution. Discuss the steps taken to implement the chosen solutions. Highlight the decision-making process and the rationale behind it. Include any obstacles faced during implementation and how they were overcome.

4. Evaluating the Results and Outcomes

Assess the outcomes of the implemented solutions. Use metrics and KPIs (Key Performance Indicators) to measure success. Compare the results with the initial objectives and expectations. Discuss any deviations and their reasons. Provide evidence to support your evaluation, such as before-and-after data or testimonials.

5. Providing Insights and Lessons Learned

Reflect on the insights gained from the case study. Discuss what worked well and what didn’t. Highlight lessons that can be applied to similar situations. Provide actionable recommendations for future projects. This section should offer valuable takeaways for the readers, helping them understand how to create a case study that is insightful and practical.

Mastering how to write case studies involves understanding each part of the analysis. Use case study examples to see how these elements are applied. Case study templates can help you structure your work. Knowing how to make a case study analysis will make your findings clear and actionable.

Case Study Examples and Templates

1. Showcasing Successful Case Studies

Georgia tech athletics increase season ticket sales by 80%.

Georgia Tech Athletics aimed to enhance their season ticket sales and engagement with fans. Their initial strategy involved multiple outbound phone calls without targeting. They partnered with Salesloft to improve their sales process with a more structured inbound approach. This allowed sales reps to target communications effectively. As a result, Georgia Tech saw an 80% increase in season ticket sales, with improved employee engagement and fan relationships​.

WeightWatchers Revamps Enterprise Sales Process with HubSpot

WeightWatchers sought to improve their sales efficiency. Their previous system lacked automation, requiring extensive manual effort. By adopting HubSpot’s CRM, WeightWatchers streamlined their sales process. The automation capabilities of HubSpot allowed them to manage customer interactions more effectively. This transition significantly enhanced their operational efficiency and sales performance​.

2. Breakdown of What Makes These Examples Effective

These case study examples are effective due to their clear structure and compelling storytelling. They:

• Identify the problem: Each case study begins by outlining the challenges faced by the client.
• Detail the solution: They explain the specific solutions implemented to address these challenges.
• Showcase the results: Quantifiable results and improvements are highlighted, demonstrating the effectiveness of the solutions.
• Use visuals and quotes: Incorporating images, charts, and client testimonials enhances engagement and credibility.

3. Providing Case Study Templates

To assist in creating your own case studies, here are some recommended case study templates:

1. General Case Study Template

• Suitable for various industries and applications.
• Includes sections for background, problem, solution, and results.
• Helps provide a structured narrative for any case study.

2. Data-Driven Case Study Template

• Focuses on presenting metrics and data.
• Ideal for showcasing quantitative achievements.
• Structured to highlight significant performance improvements and achievements.

3. Product-Specific Case Study Template

• Emphasizes customer experiences and satisfaction with a specific product.
• Highlights benefits and features of the product rather than the process.

4. Tips for Customizing Templates to Fit Your Needs

When using case study templates, tailor them to match the specific context of your study. Consider the following tips:

• Adapt the language and tone: Ensure it aligns with your brand voice and audience.
• Include relevant visuals: Add charts, graphs, and images to support your narrative.
• Personalize the content: Use specific details about the subject to make the case study unique and relatable.

Utilizing these examples and templates will guide you in how to write case studies effectively. They provide a clear framework for how to create a case study that is engaging and informative. Learning how to make a case study becomes more manageable with these resources and examples​.

Tips for Creating Compelling Case Studies

1. Using Storytelling Techniques to Engage Readers

Incorporate storytelling techniques to make your case study engaging. A compelling narrative holds the reader’s attention.

2. Including Quotes and Testimonials from Participants

Add quotes and testimonials to add credibility. Participant feedback enhances the authenticity of your study.

3. Visual Aids: Charts, Graphs, and Images to Support Your Case

Use charts, graphs, and images to illustrate key points. Visual aids help in better understanding and retention.

4. Ensuring Clarity and Conciseness in Writing

Write clearly and concisely to maintain reader interest. Avoid jargon and ensure your writing is easy to follow.

5. Highlighting the Impact and Benefits

Emphasize the positive outcomes and benefits. Show how the subject has improved or achieved success.

Understanding how to write case studies involves using effective storytelling and visuals. Case study examples show how to engage readers, and case study templates help organize your content. Learning how to make a case study ensures that it is clear and impactful.

Benefits of Using Case Studies

1. Establishing Authority and Credibility

How to write case studies can effectively establish your authority. Showcasing success stories builds credibility in your field.

2. Demonstrating Practical Applications of Your Product or Service

Case study examples demonstrate how your product or service solves real-world problems. This practical evidence is convincing for potential clients.

3. Enhancing Marketing and Sales Efforts

Use case studies to support your marketing and sales strategies. They highlight your successes and attract new customers.

4. Providing Valuable Insights for Future Projects

Case studies offer insights that can guide future projects. Learning how to create a case study helps in applying these lessons effectively.

5. Engaging and Educating Your Audience

Case studies are engaging and educational. They provide detailed examples and valuable lessons. Using case study templates can make this process easier and more effective. Understanding how to make a case study ensures you can communicate these benefits clearly.

Writing effective case studies involves thorough research, clear structure, and engaging content. By following these steps, you’ll learn how to write case studies that showcase your success stories and problem-solving skills. Use the case study examples and case study templates provided to get started. Well-crafted case studies are valuable tools for marketing, research, and education. Start learning how to make a case study today and share your success stories with the world.

What is the purpose of a case study?

A case study provides detailed insights into a subject, illustrating successes and solutions. It helps in understanding complex issues.

How do I choose a subject for my case study?

Select a subject that aligns with your objectives and offers valuable insights. Ensure it has a clear narrative.

What are the key components of a case study analysis?

A case study analysis includes data collection, identifying key issues, discussing solutions, evaluating outcomes, and providing insights.

Where can I find case study templates?

You can find downloadable case study templates online. They simplify the process of creating a case study.

How can case studies benefit my business?

Case studies establish credibility, demonstrate practical applications, enhance marketing efforts, and provide insights for future projects. Learning how to create a case study can significantly benefit your business.

I am currently pursuing my Masters in Communication and Journalism from University of Mumbai. I am the author of four self published books. I am interested inv writing for films and TV. I run a blog where I write about film reviews.

More details for blogs

How to Create Interactive Content and Boost Engagement

Learn how to create interactive content to engage your audience. Discover tools, strategies, and benefits of using interactive elements.

How to Use Canva to Mass Produce Viral Content

Discover how to use Canva to mass produce viral content with these expert tips and strategies. Boost your content creation game today!

SGE Ranking Strategies: How to Get Rankings on SGEs

Learn how to create answers that rank for SGE with our comprehensive guide on SGE ranking strategies. Powerful tips and examples!

Need assistance with something

Speak with our expert right away to receive free service-related advice.

The Careers Blog

Student opportunity: careers, university of warwick, what is a case study interview.

Case study interviews are a way for recruiters to assess the candidates capability to apply theoretical knowledge to real-world scenarios. There are specific advantages for recruiters to use this method.  Firstly, they provide insight into how candidates approach hypothetical scenarios and make decisions under pressure. And secondly, these interviews assess candidates’ ability to apply theoretical knowledge to practical situations, a skill vital for success in various industries. Case studies could written or verbal and are followed by a discussion where candidates analyse the problem and present their solutions.  This type of interview can be conducted in different ways, including for example:

• Interviewer-led cases : The interviewer guides you through the case, providing additional information as needed.
• Candidate-led cases: The candidate takes the lead in driving the case forward by asking questions and structuring their approach.
• Group Case Interviews: Group case interviews involve multiple candidates working together to solve a case study problem as a team.

Within the realm of case study interviews, there is diverse array of formats tailored to specific industries and job roles. Recruiters tend to choose the type of case study that aligns with the specific requirements of the role and the organisations objectives and values to ensure that they can effectively assess yhe candidates suitability.  Here are the different types of case studies you may come across:

• Business case interviews: focus on real or hypothetical business problems and challenges faced by companies.
• Technical case interviews: assess candidates’ problem-solving and analytical skills in specific technical domains such as engineering, IT, or healthcare.
• Market sizing case interviews: evaluate candidates’ ability to estimate the size and potential of a market for a product or service.
• Behavioural case interviews: focus on assessing candidates’ behaviour, personality traits, and soft skills in the context of real-life scenarios.
• Product design case interviews: evaluate candidates’ ability to design and innovate products or services to meet customer needs.
• Policy Case Interviews: assess candidates’ understanding of public policy issues and their ability to analyse policy proposals or develop recommendations.

Here are some examples of case study interviews for different sectors:

• Consulting: Candidates are presented with business problem faced by clients and are expected to analyse the issue, develop recommendations and present the findings.  ( Have a look at our blog on ‘How to Succeed in a consulting case study interview’ )
• Finance: Candidates may be asked to analyse financial statements, evaluate investment opportunities, or assess market trends to demonstrate their financial acumen and analytical abilities.
• Technology: Candidates may be presented with scenarios related to product launches, market expansion, or competitive analysis.
• Pharmaceuticals: Candidates may be asked to analyse healthcare trends, assess market opportunities, or develop strategies to address industry challenges.
• Energy and Utilities: Candidates may be asked to analyse energy market trends, evaluate investment opportunities, or develop strategies for sustainability initiatives.
• Healthcare: Candidates may be asked to analyse healthcare trends, assess market opportunities, or develop strategies to address industry challenges.
• Higher Education: Candidates may be asked to address real world challenges faced by the institutions and develop evidence based solutions and present their findings.

Within all of these types of interviews the candidates will be expected to present their findings and this could be either as a presentation or prepares a written responses to specific questions or prompts within a given time frame. The whole process can be quite daunting not knowing what the case study will be however here are some key points that will help you to navigate your way through the interview.

• Research the Company and Industry: Don’t be caught off guard!  Research the company and sector to gain a deep understanding of the company’s background, industry trends, recent news and who their competitor are.  
• Familiar with various frameworks and models: While there are various theories and models for approaching case study interviews, it’s vital to recognise that each situation is unique. You will need to exercise your judgment to determine which approach will be most effective in addressing the specific problem presented during the interview. Some of the common frameworks and models are PESTLE analysis , SWOT Analysis , Porter’s Five Forces , McKinsey 7s Framework , Value chain Analysis , and Root Cause Analysis . 
• Don’t forget to practice: Don’t underestimate the importance of practice.  Lack of preparation can significantly impact your performance in the interview. Practice can also help you to become more efficient with time management and ensure you allocate adequate time to each stage. Have a look on Graduate First where you can practise analysing case study and further develop the necessary skills and become more confident in conveying your ideas and recommendations.
• Be analytical: Approach the case study by thoroughly analysing the case study . Pay close attention to any quantitative and qualitative information which you can use to support your points and avoid rushing into any conclusions.
• Focus on clarity and structure: Present your findings and recommendations in a clear, structured manner, highlighting key insights and supporting evidence. Try not to overcomplicate the analysis and solutions as it could confuse the interviewer and detract from your key points.  You could use MECE (Mutually Exclusive, Collectively Exhaustive) , to help you to structure your analysis and recommendation in a clear, logical manner. 
• Stay calm and confident: Case study interviews can be challenging and may involve time pressure. Avoid panicking or becoming flustered if you encounter difficulties. Stay calm, focused, trust your preparation and your abilities to tackle the problem systematically.

The key to developing expertise in tackling case study interviews requires thorough preparation, strategic thinking, and effective communication. By understanding the purpose and format of case study interviews, and practicing regularly, you can increase your confidence and performance in these assessments. Approach each case study interview as an opportunity to show your skills and problem-solving abilities and remember to stay adaptable and open to learning from each experience.

Best of luck in your case study interviews!

Share this:

• Share on Tumblr

Leave a Reply Cancel reply

Discover more from the careers blog.

Subscribe now to keep reading and get access to the full archive.

Type your email…

Continue reading

• SUGGESTED TOPICS
• The Magazine
• Newsletters
• Managing Yourself
• Managing Teams
• Work-life Balance
• The Big Idea
• Data & Visuals
• Reading Lists
• Case Selections
• HBR Learning
• Topic Feeds
• Account Settings
• Email Preferences

Does Your Boss Practice Toxic Positivity?

• Mita Mallick

Three red flags to watch for.

Being happy and positive at work can be a win-win for employees and organizations. But what happens when your boss practices toxic positivity? No matter how bad or stressful the situation is or how difficult the circumstances, they convince themselves that simply acting happy or thinking positively will change the outcome — then spread this toxic positivity to their teams. By doing so, they put the responsibility on individuals to try to survive and persevere in broken and dysfunctional environments, without addressing the root causes at hand. How can you tell the difference between a boss who is optimistic, thinks positively, and coaches and inspires their team and one who practices toxic positivity? The author presents three red flags to watch for.

“Let’s add another million dollars to the forecast this year,” said our vice president excitedly. In our team meeting, he stood up and shouted, “We can do this! I believe in you! Let’s get it done!” while clapping his hands. Walking around the conference room, he alternated between patting team members on the back and offering fist pumps.

• Mita Mallick is the author of Reimagine Inclusion , a Wall Street Journal and USA Today bestseller. She is currently the head of DEI at Carta. She is a LinkedIn Top Voice, cohost of The Brown Table Talk  podcast, and her writing has been published in Fast Company, The New York Post, and Adweek.

Partner Center

The state of AI in early 2024: Gen AI adoption spikes and starts to generate value

If 2023 was the year the world discovered generative AI (gen AI) , 2024 is the year organizations truly began using—and deriving business value from—this new technology. In the latest McKinsey Global Survey  on AI, 65 percent of respondents report that their organizations are regularly using gen AI, nearly double the percentage from our previous survey just ten months ago. Respondents’ expectations for gen AI’s impact remain as high as they were last year , with three-quarters predicting that gen AI will lead to significant or disruptive change in their industries in the years ahead.

About the authors

This article is a collaborative effort by Alex Singla , Alexander Sukharevsky , Lareina Yee , and Michael Chui , with Bryce Hall , representing views from QuantumBlack, AI by McKinsey, and McKinsey Digital.

Organizations are already seeing material benefits from gen AI use, reporting both cost decreases and revenue jumps in the business units deploying the technology. The survey also provides insights into the kinds of risks presented by gen AI—most notably, inaccuracy—as well as the emerging practices of top performers to mitigate those challenges and capture value.

AI adoption surges

Interest in generative AI has also brightened the spotlight on a broader set of AI capabilities. For the past six years, AI adoption by respondents’ organizations has hovered at about 50 percent. This year, the survey finds that adoption has jumped to 72 percent (Exhibit 1). And the interest is truly global in scope. Our 2023 survey found that AI adoption did not reach 66 percent in any region; however, this year more than two-thirds of respondents in nearly every region say their organizations are using AI. 1 Organizations based in Central and South America are the exception, with 58 percent of respondents working for organizations based in Central and South America reporting AI adoption. Looking by industry, the biggest increase in adoption can be found in professional services. 2 Includes respondents working for organizations focused on human resources, legal services, management consulting, market research, R&D, tax preparation, and training.

Also, responses suggest that companies are now using AI in more parts of the business. Half of respondents say their organizations have adopted AI in two or more business functions, up from less than a third of respondents in 2023 (Exhibit 2).

Gen AI adoption is most common in the functions where it can create the most value

Most respondents now report that their organizations—and they as individuals—are using gen AI. Sixty-five percent of respondents say their organizations are regularly using gen AI in at least one business function, up from one-third last year. The average organization using gen AI is doing so in two functions, most often in marketing and sales and in product and service development—two functions in which previous research  determined that gen AI adoption could generate the most value 3 “ The economic potential of generative AI: The next productivity frontier ,” McKinsey, June 14, 2023. —as well as in IT (Exhibit 3). The biggest increase from 2023 is found in marketing and sales, where reported adoption has more than doubled. Yet across functions, only two use cases, both within marketing and sales, are reported by 15 percent or more of respondents.

Gen AI also is weaving its way into respondents’ personal lives. Compared with 2023, respondents are much more likely to be using gen AI at work and even more likely to be using gen AI both at work and in their personal lives (Exhibit 4). The survey finds upticks in gen AI use across all regions, with the largest increases in Asia–Pacific and Greater China. Respondents at the highest seniority levels, meanwhile, show larger jumps in the use of gen Al tools for work and outside of work compared with their midlevel-management peers. Looking at specific industries, respondents working in energy and materials and in professional services report the largest increase in gen AI use.

Investments in gen AI and analytical AI are beginning to create value

The latest survey also shows how different industries are budgeting for gen AI. Responses suggest that, in many industries, organizations are about equally as likely to be investing more than 5 percent of their digital budgets in gen AI as they are in nongenerative, analytical-AI solutions (Exhibit 5). Yet in most industries, larger shares of respondents report that their organizations spend more than 20 percent on analytical AI than on gen AI. Looking ahead, most respondents—67 percent—expect their organizations to invest more in AI over the next three years.

Where are those investments paying off? For the first time, our latest survey explored the value created by gen AI use by business function. The function in which the largest share of respondents report seeing cost decreases is human resources. Respondents most commonly report meaningful revenue increases (of more than 5 percent) in supply chain and inventory management (Exhibit 6). For analytical AI, respondents most often report seeing cost benefits in service operations—in line with what we found last year —as well as meaningful revenue increases from AI use in marketing and sales.

Inaccuracy: The most recognized and experienced risk of gen AI use

As businesses begin to see the benefits of gen AI, they’re also recognizing the diverse risks associated with the technology. These can range from data management risks such as data privacy, bias, or intellectual property (IP) infringement to model management risks, which tend to focus on inaccurate output or lack of explainability. A third big risk category is security and incorrect use.

Respondents to the latest survey are more likely than they were last year to say their organizations consider inaccuracy and IP infringement to be relevant to their use of gen AI, and about half continue to view cybersecurity as a risk (Exhibit 7).

Conversely, respondents are less likely than they were last year to say their organizations consider workforce and labor displacement to be relevant risks and are not increasing efforts to mitigate them.

In fact, inaccuracy— which can affect use cases across the gen AI value chain , ranging from customer journeys and summarization to coding and creative content—is the only risk that respondents are significantly more likely than last year to say their organizations are actively working to mitigate.

Some organizations have already experienced negative consequences from the use of gen AI, with 44 percent of respondents saying their organizations have experienced at least one consequence (Exhibit 8). Respondents most often report inaccuracy as a risk that has affected their organizations, followed by cybersecurity and explainability.

Our previous research has found that there are several elements of governance that can help in scaling gen AI use responsibly, yet few respondents report having these risk-related practices in place. 4 “ Implementing generative AI with speed and safety ,” McKinsey Quarterly , March 13, 2024. For example, just 18 percent say their organizations have an enterprise-wide council or board with the authority to make decisions involving responsible AI governance, and only one-third say gen AI risk awareness and risk mitigation controls are required skill sets for technical talent.

Bringing gen AI capabilities to bear

The latest survey also sought to understand how, and how quickly, organizations are deploying these new gen AI tools. We have found three archetypes for implementing gen AI solutions : takers use off-the-shelf, publicly available solutions; shapers customize those tools with proprietary data and systems; and makers develop their own foundation models from scratch. 5 “ Technology’s generational moment with generative AI: A CIO and CTO guide ,” McKinsey, July 11, 2023. Across most industries, the survey results suggest that organizations are finding off-the-shelf offerings applicable to their business needs—though many are pursuing opportunities to customize models or even develop their own (Exhibit 9). About half of reported gen AI uses within respondents’ business functions are utilizing off-the-shelf, publicly available models or tools, with little or no customization. Respondents in energy and materials, technology, and media and telecommunications are more likely to report significant customization or tuning of publicly available models or developing their own proprietary models to address specific business needs.

Respondents most often report that their organizations required one to four months from the start of a project to put gen AI into production, though the time it takes varies by business function (Exhibit 10). It also depends upon the approach for acquiring those capabilities. Not surprisingly, reported uses of highly customized or proprietary models are 1.5 times more likely than off-the-shelf, publicly available models to take five months or more to implement.

Gen AI high performers are excelling despite facing challenges

Gen AI is a new technology, and organizations are still early in the journey of pursuing its opportunities and scaling it across functions. So it’s little surprise that only a small subset of respondents (46 out of 876) report that a meaningful share of their organizations’ EBIT can be attributed to their deployment of gen AI. Still, these gen AI leaders are worth examining closely. These, after all, are the early movers, who already attribute more than 10 percent of their organizations’ EBIT to their use of gen AI. Forty-two percent of these high performers say more than 20 percent of their EBIT is attributable to their use of nongenerative, analytical AI, and they span industries and regions—though most are at organizations with less than $1 billion in annual revenue. The AI-related practices at these organizations can offer guidance to those looking to create value from gen AI adoption at their own organizations.

To start, gen AI high performers are using gen AI in more business functions—an average of three functions, while others average two. They, like other organizations, are most likely to use gen AI in marketing and sales and product or service development, but they’re much more likely than others to use gen AI solutions in risk, legal, and compliance; in strategy and corporate finance; and in supply chain and inventory management. They’re more than three times as likely as others to be using gen AI in activities ranging from processing of accounting documents and risk assessment to R&D testing and pricing and promotions. While, overall, about half of reported gen AI applications within business functions are utilizing publicly available models or tools, gen AI high performers are less likely to use those off-the-shelf options than to either implement significantly customized versions of those tools or to develop their own proprietary foundation models.

What else are these high performers doing differently? For one thing, they are paying more attention to gen-AI-related risks. Perhaps because they are further along on their journeys, they are more likely than others to say their organizations have experienced every negative consequence from gen AI we asked about, from cybersecurity and personal privacy to explainability and IP infringement. Given that, they are more likely than others to report that their organizations consider those risks, as well as regulatory compliance, environmental impacts, and political stability, to be relevant to their gen AI use, and they say they take steps to mitigate more risks than others do.

Gen AI high performers are also much more likely to say their organizations follow a set of risk-related best practices (Exhibit 11). For example, they are nearly twice as likely as others to involve the legal function and embed risk reviews early on in the development of gen AI solutions—that is, to “ shift left .” They’re also much more likely than others to employ a wide range of other best practices, from strategy-related practices to those related to scaling.

In addition to experiencing the risks of gen AI adoption, high performers have encountered other challenges that can serve as warnings to others (Exhibit 12). Seventy percent say they have experienced difficulties with data, including defining processes for data governance, developing the ability to quickly integrate data into AI models, and an insufficient amount of training data, highlighting the essential role that data play in capturing value. High performers are also more likely than others to report experiencing challenges with their operating models, such as implementing agile ways of working and effective sprint performance management.

About the research

The online survey was in the field from February 22 to March 5, 2024, and garnered responses from 1,363 participants representing the full range of regions, industries, company sizes, functional specialties, and tenures. Of those respondents, 981 said their organizations had adopted AI in at least one business function, and 878 said their organizations were regularly using gen AI in at least one function. To adjust for differences in response rates, the data are weighted by the contribution of each respondent’s nation to global GDP.

Alex Singla and Alexander Sukharevsky  are global coleaders of QuantumBlack, AI by McKinsey, and senior partners in McKinsey’s Chicago and London offices, respectively; Lareina Yee  is a senior partner in the Bay Area office, where Michael Chui , a McKinsey Global Institute partner, is a partner; and Bryce Hall  is an associate partner in the Washington, DC, office.

They wish to thank Kaitlin Noe, Larry Kanter, Mallika Jhamb, and Shinjini Srivastava for their contributions to this work.

This article was edited by Heather Hanselman, a senior editor in McKinsey’s Atlanta office.

Explore a career with us

Related articles.

Moving past gen AI’s honeymoon phase: Seven hard truths for CIOs to get from pilot to scale

A generative AI reset: Rewiring to turn potential into value in 2024

Implementing generative AI with speed and safety