Conducting case study research in management accounting: doctoral student and supervisor perspectives

Purpose This paper aims to offer a backstage view on engaging in qualitative case study research during doctoral studies, drawing on the authors’ experiences as both a doctoral student and a supervisor. Design/methodology/approach Capitalizing on the fieldwork engagements and first-hand experiences, the authors provide recollections and reflections on the research process, rather than delineating specific findings. Findings The authors outline how a qualitative case study was designed and executed during different stages: “before,” “during” and “after” the field. The authors highlight the practical challenges encountered and how they were addressed while also clarifying the roles of both the student and the supervisor in the research process. Through a detailed exploration of the process, this paper illustrates the dynamic interaction between theory and data as well as how data collection and analysis in qualitative case study research are highly interrelated and concurrent, rather than sequential. This paper emphasizes that fieldwork can be messy and complicated and that the process may not unfold as planned. Practical implications The experiences shared here by the authors provide valuable insights for novice case study researchers, offering learning points on how to successfully navigate the research process as a collaborative journey under the guidance of a supervisor. Originality/value Engaging in qualitative case studies during doctoral research is both an exciting and challenging endeavor. However, the behind-the-scenes aspects of such experiences are rarely discussed. Drawing on the reflections as a doctoral student and a supervisor, and clarifying “who did what,” this paper demonstrates how qualitative case study research can be crafted and executed, balancing rigor and flexibility through pragmatic decisions amid evolving practical realities.