This chapter describes core criticisms made by case study researchers of large sample surveys. A need exists for a paradigm shift in research on organizational behavior (including modeling the history of new product performance). The chapter outlines the significant weaknesses of CSR as seen by other researchers. The chapter examines Senge's (1990) core propositions related to the “mental models” of decision participants. Details illustrate the use of specific research methods for case studies to achieve different research objectives and the combination of objectives. Finally, the chapter illustrates basic concept variables in case studies and briefly reviews twelve propositions relevant in many case research studies. This chapter reviews classic and recent contributions to the literature of CSR.
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