When we Should Use Field Cases

We can use field cases to investigate “when (1) a large variety of factors and relationships are included, (2) no basic laws exist to determine which factors and relationships are important, and (3) when the factors and relationships can be directly observed” (Fidel, 1984, p. 273).

Both business and sports are often good areas to use case research, as all three of those characteristics - multiple factors, unknown factorial importance and observation potential - tend to be present.

As a teacher of leadership, there are some unique characteristics about sport leadership that makes the use of cases particularly useful. For example, a key aspect of sports leadership is cohesion, which is dependent upon player and coach relationships... tick each of multiple factors, unknown factorial importance and observation potential (Carron & Chelladurai, 1981). Further, a common theme of effective leadership is the “positive impact that individuals can have on group dynamics relative to a team objective” (Loehr, 2005, p.155), repeating the same three factors as Fidel mentioned (1984). Player and coach interpersonal dynamics are complex; managers may inadvertently create problems due to not understanding the player perspective, and be unable to communicate effectively (Bloom et al., 1998; Martens, 1990). The same three factors - complexity, lack of rules, and direct observation (Fidel, 1984) - remain present.

Explaining these variables - and showing the complex relationships between them - becomes much easier when we use a field case to tell the story (Fidel, 1984). We can later strip field cases down to descriptive cases, and use them to teach the principles to others. However, the use of field cases is not only relevant to sport: business management and leadership in any field are equally suited to exploration using this narrative technique.

Nothing like recycling :-)

Sam

References:

Bloom, G. A., Schinke, R. J., & Salmela, J. H. (1998). Assessing the development of perceived communication skills by elite basketball coaches and athletes. Coaching and Sport Science Journal, 2(3), 3-10.

Carron, A. V., & Chelladurai, P. (1981). Cohesiveness as a Factor in Sport Performance. International Review for the Sociology of Sport, 16(2), 21-43.

Chelladurai, P. (2006). Human Resource Management in Sport and Recreation (2nd ed.). Human Kinetics.

Crust, L., & Lawrence, I. (2006). A Review of Leadership in Sport: Implications for Football Management. Athletic Insight, 8(4), 28-48.

Fidel, R. (1984). The case study method: a case study. Library and Information Science Research (LISR), 6, 273-288.

Loehr, J. (2005). Leadership: Full engagement for success. In S. M. Murphy (Ed.), The Sports Psych Handbook (pp. 155-170). Human Kinetics.

Martens, R. (1990). Successful Coaching. Leisure Press.