Temple University’s Fox School of Business has emerged as a significant player in the global case study method, an educational approach that uses real-world organizations and actual business decisions to help students analyze complex challenges. Since 2018, the school has focused on integrating cases into its curriculum, which has become a key strength and positioned Fox among leading institutions traditionally known for this teaching style.
Neha Mittal, associate professor of instruction at Fox, explained the school’s philosophy: “The goal really is to put students into the shoes of a manager.” She emphasized that their cases are based on real people and organizations. “We’re not inventing companies or characters—it’s an actual person facing a real decision.”
Students engage with these cases by reading detailed narratives, analyzing data, and debating possible actions. Mittal noted, “It gives students a very real-world approach. They’re able to use their critical thinking and data analysis skills. It’s a completely different way of teaching.”
Fox School has published over 100 cases with Ivey Publishing, one of the largest distributors in the field. These cases have gained traction globally and are used by universities worldwide. Mittal said, “Ivey Publishing sends faculty an annual report on their sales. You can literally see which university around the world adopted which case.” She added that Temple has sold more than 150,000 copies internationally.
This widespread adoption has led to increased recognition for Fox School. The Case Centre ranks business schools based on global case usage; Fox entered at No. 50 in 2023, moved up to No. 46 in 2024, and reached No. 33 in 2025. Mittal remarked, “It’s really big for us to be recognized on the same platform where we have Stanford, INSEAD and Harvard being ranked. Being in the top 50 and constantly climbing gives us a lot of visibility and positions Temple as a thought leader in this space.”
Individual success stories further highlight Fox’s progress—four cases authored by its faculty recently achieved Ivey Publishing’s “Bestseller” status. These include studies on The Hershey Company, L’Oréal USA, Urban Axes, and Lavazza.
Mittal attributes much of this success to Temple’s unique identity shaped by its Philadelphia location and diverse student body: “I think the variety of cases and real-world decisions we’re able to draw from, being in Philly, truly sets Temple apart,” she said. “It’s the combination of our geographic location, our connection with industry, as well as our student focus.”
To support its efforts, Fox established the Translational Research Center (TRC) and formed a co-brand partnership with Ivey Publishing that offers training workshops and mentoring for faculty interested in developing publishable cases.
“It has been a very powerful partnership that has helped fuel so many cases,” Mittal said. Since joining TRC in 2021, she has organized hands-on workshops and created resources for faculty learning how to write effective case studies.
Fox draws inspiration for new cases from everyday experiences rather than just corporate boardrooms. Mittal described how ideas often come from podcasts or casual conversations: “Through natural conversation and pure curiosity, our faculty is always looking for new cases to write and stories to tell.”
Students have responded positively to this authentic approach. Mittal shared that graduates often recall specific cases years later because they felt genuine rather than theoretical.
Anh Ngoc Man (FOX ’26) reflected on this impact: “Case studies have shaped how I learn by pushing me to think beyond the black-and-white nature of textbooks and engage with real, complex business challenges,” adding that they foster creative thinking needed for internships.
Looking forward, Fox plans to expand its use of case methods across all core classes as part of preparing students for challenging careers ahead. As Mittal summarized: “A textbook chapter does not have the same impact as when a student is put into the shoes of a protagonist… They have to think as a business manager now—what do I do?”
