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The modern case method traces to Christopher C. Langdell’s reforms at Harvard Law School in 1870, where students studied court decisions through questioning rather than relying chiefly on lectures and drills. Harvard Business School adopted the approach around 1920, after its founding in 1908; the first standalone HBS case, on General Shoe Company, appeared in 1921. The conventional account presents a gradual transfer from law to business and then wider professional education. Revisionist historians instead describe a contested, circuitous development and an institutionally constructed success story. The main disagreement is whether the case method’s history should be understood primarily as a successful, practice-oriented educational innovation or as a contested tradition whose limitations and power assumptions were later obscured.
Two lenses on the same evidence, given equal space. Source weight and the primary source ratio show what each rests on.
Lens adapted to this topic: The established account and its supporting evidence
The established history begins with Langdell’s 1870 reforms at Harvard Law School. It portrays the method as a response to the limits of lecture-and-drill education: students examined cases, induced principles, and practiced reasoning through Socratic questioning. Harvard Business School later adapted the approach for practical business education, adopting cases around 1920 and publishing an early standalone case in 1921. The method subsequently became influential across professional education.
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Lens adapted to this topic: Contested origins, institutional storytelling, and criticisms
Revisionist scholarship challenges a smooth story of inevitable progress from Langdell to Harvard Business School. It emphasizes that Langdell’s system initially faced strong opposition and remained largely confined to Harvard for decades, while the business-school version emerged through a contested and circuitous process. Critics also question whether later institutional histories overstate continuity and success, and argue that business cases can privilege persuasion and narrow problem-solving over research, theory, ethics, and broader social questions.
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