Organisational learning: “live” case studies and the consulting process

This paper describes and evaluates the use of two methods of case analysis in the conduct of “live” case studies undertaken by MBA students as part of their curriculum. Five small New Zealand businesses were involved and teams of students had to use a “Harvard” or “Western” approach. The paper proposes that in a rapidly changing and complex business environment, with significant emphasis placed on “learning”, the dialectical “Harvard” type approach facilitates much more effectively the development of organisational learning in small businesses. The paper outlines the issues involved in the use of both methods in “live” cases. It also suggests that “live” cases should be an integral part of all MBA curricula.