Schelling, Bob

Bob Schelling served in the Army in Vietnam in 1966. He worked as a weapons repairman for helicopters, spending most of his time in Vietnam at a small village about 18 miles north of Saigon and the last few months at Vung Tau.Date of interview: April 6, 2007Length of interview: 24:2

The recent intellectual structure of geography

An active learning project in an introductory graduate course used multidimensional scaling of the name index in Geography in America at the Dawn of the 21st Century, by Gary Gaile and Cort Willmott, to reveal some features of the discipline\u27s recent intellectual structure relevant to the relationship between human and physical geography. Previous analyses, dating to the 1980s, used citation indices or Association of American Geographers spe- cialty-group rosters to conclude that either the regional or the methods and environmental subdisciplines bridge human and physical geography. The name index has advantages over those databases, and its analysis reveals that the minimal connectivity that occurs between human and physical geography has recently operated more through environmental than through either methods or regional subdisciplines

When Using Knowledge Can Hurt Performance: The Value of Organizational Capabilities in a Management Consulting Company

This paper explores the possibility that utilizing the firm’s knowledge resources to complete important tasks can backfire and undermine competitive performance. Drawing on organizational capabilities and knowledge sharing research, we develop a situated performance view that holds that the value of obtaining and using knowledge within a firm depends on the task situation. Using a data set of 182 sales proposals for client work in a management consulting company, we show that sales teams that had varying needs to learn and differentiate themselves from competitors derived different levels of value from obtaining and using electronic documents and advice from colleagues. Highly experienced teams were more likely than inexperienced teams to lose the sales bids if they utilized such knowledge. Teams that had a high need to differentiate themselves from competitors also had a lower chance of winning if they utilized electronic documents. There were situations, however, where teams performed better if they utilized the firm’s knowledge resources. These results suggest that competitive performance depends not on how much firms know but on how they use what they know

Meteorological analysis : fourth progress report.

http://deepblue.lib.umich.edu/bitstream/2027.42/3587/5/bac4618.0004.001.pdfhttp://deepblue.lib.umich.edu/bitstream/2027.42/3587/4/bac4618.0004.001.tx

Meteorological analysis : third progress report.

http://deepblue.lib.umich.edu/bitstream/2027.42/3586/5/bac4618.0003.001.pdfhttp://deepblue.lib.umich.edu/bitstream/2027.42/3586/4/bac4618.0003.001.tx

Meteorological analysis : fifth progress report.

http://deepblue.lib.umich.edu/bitstream/2027.42/3588/5/bac4618.0005.001.pdfhttp://deepblue.lib.umich.edu/bitstream/2027.42/3588/4/bac4618.0005.001.tx

Meteorological analysis : final report.

http://deepblue.lib.umich.edu/bitstream/2027.42/3589/5/bac4618.0006.001.pdfhttp://deepblue.lib.umich.edu/bitstream/2027.42/3589/4/bac4618.0006.001.tx