"... In PAGE 13: ... If this is true, then there are indeed considerable opportunities for improvement in KM practices in small businesses. Table3 gives details of question sets C1 to C6 that were posed. For each question, a numerical rating, where 1 = strongly disagree scaled to 7 = strongly agree, was required.... ..."

"... In PAGE 6: ...ABLE 3: Regression Results I.......................42 TABLE4 : Regression Results II.... ..."

"... In PAGE 8: ... Taking these two organizational schemes as a starting point with the intention of coming up with a topical scheme that would be familiar and useful to a broad range of citizens, a variety of classifications were explored. One possible hierarchical scheme is illustrated in Table4 . An advantage of such a scheme from an interface point of view is that the three main categories could be spread out on a graphic with the various subcategories arrayed around them.... In PAGE 8: ... This design decision supports interface comparisons and provides an easy transition if the alternative interface were to be implemented. The Fedstats team is encouraged to consider the hierarchical structure in Table4 and layout in Figure 1 when a major redesign is undertaken. Table 3.... ..."

"... In PAGE 18: ... Glickman and Lisa J. Servon Table2 . Organizational Capacity Capacity-Building Needs Capacity-Building Strategies Effects on CDCs Potential Limits and Problems Effective executive director (ED) P Hire person with range of skills necessary to lead internally and advocate on behalf of organization externally Ensure that ED maintains good relations with board, community, and political figures Competent and stable staff Ensure that ED hires competent staff to support all aspects of the organization Managed growth P Train key employees Employ technical consultants when necessary Technicians may lack a personal history in community work Compensate (salaries, benefits, and pensions) employees commensurate with skills, experience, and commitment to CDC Employee turnover lowered Higher salaries are perceived as contrary to the mission of serving very low income people Effective fiscal management Allocate staff hours to accounting, budget management, and fiscal planning P Train relevant staff using up-to- date fiscal management skills P Employ management information systems and train CDCs to use them Increased efficiency and... ..."

"... In PAGE 6: ... The 23 squadrons included in this analysis, representing 1116 responses, were those that met or exceeded an 88 percent level of confidence. Table2 , below, contains the results of the survey. and two (Task-Oriented Organizational Growth) were strongly positively supported for relational channels and Organizational Self Knowledge, and, negatively, for Divergence of Interests, as hypothesized.... ..."

"... In PAGE 6: ... The 23 squadrons included in this analysis, representing 1116 responses, were those that met or exceeded an 88 percent level of confidence. Table2 , below, contains the results of the survey. and two (Task-Oriented Organizational Growth) were strongly positively supported for relational channels and Organizational Self Knowledge, and, negatively, for Divergence of Interests, as hypothesized.... ..."

"... In PAGE 16: ... Comparisons. As shown in Table1 , it is now possible to compare the different organizational structures on the dimensions of production costs, coordination costs, and vulnerability costs. All the dimensions shown in the chart are represented as costs, so in every column low is quot;good quot; and high is quot;bad quot;.... In PAGE 16: ... Justification of comparisons. The comparisons summarized in Table1 have two different kinds of support. First, as we will see in the next section, many of the comparisons represent empirically based generalizations about organizational design.... In PAGE 16: ...e.g., Kochen amp; Deutsch, 1980), in which case the reader is often left with a feeling that the assumptions are overly ad hoc and that the results are therefore not widely valid. By focusing our analysis on the set of basic inequalities shown in Table1 , rather than on specific equations, we are able to see some of the essential unity in these models without the clutter of excessive detail. In the appendices, we consider a number of specific alternative assumptions.... In PAGE 17: ...epartmentalization leads to greater self-containment and lower coordination costs. . . quot; Table 1 reflects this tradeoff with the quot;economies of specialization quot; in functional hierarchies being represented as lower production costs, and the advantages of self-containment in product hierarchies being represented as lower coordination costs. Galbraith (1977), extends this view by pointing out that the advantages of coordination can be obtained by either investment in a vertical information system (as in a functional hierarchy in Table 1), or by the creation of lateral relations (as in a decentralized market in Table1 ). He also points out that coordination costs can be reduced by either creating self-contained tasks (as in a product hierarchy) or by having slack resources.... In PAGE 18: ... 415). As Table1 shows, however, the overall vulnerabilities of the product and functional hierarchies are not necessarily different. Examining the justifications in the appendices shows why.... In PAGE 18: ...illiamson, 1975, 1979, 1980, 1981a, 1981b). As Williamson (1981a, p. 558) summarizes, quot;... trade- offs between production cost economies (in which the market may be presumed to enjoy certain advantages) and governance cost economies (in which the advantages may shift to internal organization) need to be recognized. quot; At a general level, Table1 reflects this result: markets have lower production costs than hierarchies (with one exception to be discussed below) and markets have higher coordination costs. A more detailed comparison leads to several additional insights, however.... In PAGE 19: ... When assets are highly specific to a particular buyer, other factors, such as the possibilities of opportunistic behavior by the buyers and suppliers, increase the costs of market coordination and--in some cases--make hierarchies more desirable. Curiously, however, Williamson does not seem to recognize the simple coordination cost advantages shown in Table1 that hierarchies have all along. Since market coordination usually requires more connections between different actors and more communication to assign tasks appropriately (e.... In PAGE 19: ...onnections between different actors and more communication to assign tasks appropriately (e.g., to find the right supplier of a service), markets should involve somewhat higher coordination costs, even in the absence of opportunistic behavior by buyers and suppliers. Size of the organization The tradeoffs shown above in Table1 assume that the size of the organization being modeled is fixed, that is, that the number of processors, the number of products, and the total number of managers generating tasks are all constant. As the number of processors increases, the relative rankings of the alternative organizational forms do not change on any of the evaluation criteria.... In PAGE 27: ...Appendix 1 Informal Justifications for Organizational Form Comparisons This appendix gives intuitive justifications of the qualitative comparisons in Table1 . Formal proofs are included in Appendix 2.... In PAGE 33: ... In this case, the coordination costs shown for a decentralized market in Table 5 might be substantially reduced. To determine whether this would change the qualitative results in Table1 , we want to know the conditions under which CD,, gt; C . Substituting the values in Table 5 and... In PAGE 34: ... and C- can be anywhere with respect to each other and the other two costs. In summary, introducing fixed costs of coordinating processors into the model does not lead to results that directly contradict the main results in Table1 , but it does render some of the comparisons indeterminate. It seems plausible to assume that, in the long run, the number of messages to be processed will be the major determiner of the number of coordinating processors needed.... ..."